Make this review a joint effort by including the jobholder, jobholder's immediate superior and finally respective departmental head.
Step 1: Extract all existing JDs and forward out to respective jobholders, requesting them to review through their JD. They can add and delete responsibilities as per what they are performing today. By getting jobholder involved, you may discover "hidden facts" that have never been discovered e.g. jobholder doing job that belongs to his/her immediate superior, etc. Importantly, it is the jobholders that know the jobs well enough to document them in details.
Step 2: Once step 1 is done, pass the JDs to the immediate superior for the review, amendments and get 1st level of approval.
Step 3: Tidy up the JDs and forward to respective departmental heads for his final review and amendments in order to align to departmental and company goals and objectives. 2nd level of approval is achieved here.
Step 4: It is important that any amendments make must be communicated back to jobholder so that they are fully aware of the "changed" expectations. Each jobholder will needs to receive a copy of the updated JD and signature to acknowledge. Duplicate copy to be filed in personnel file and another into HR Databank.
Many thanks for your reply, I had made a checklist of basic things such as location, spelling, any changes to role and responsibility etc but as I hadn't done it before didn't want to leave it to chance, your point on involving the job holder is excellent so I will make sure that I do this.
Thanks again for your assistance it is much appreciated.
Have a great day.
There are a few approaches to create JDs.
1. By conducting a Job Analysis (JA) - JA is a process to examine and document the job purpose, representative activities, key accountabilities, problems & challenges, job specifications and job dimensions. The output of a JA is a JD.
2. By job description questionnaire - where you design a JD template consisting of key components of job (as listed in example 1) and forward to either the jobholder, direct superior or the departmental heads to complete.
3. By interview approach - where trained analyst (usually external consultant) or internal HR conduct interview with either the jobholder, direct superior or departmental heads to complete the said job descriptions. The interview method is the most accurate approach but it is the most time consuming approach. If it is conducted by an external consultant, the cost would also be quite substantial. This approach is usualy deployed when creating JD for Top & Senior Management jobs as they are more dynamite & complex.
4. By observation - where trained analyst spend substantial time observing and documenting jobholders executing their daily tasks. This approach is most suitable for blue collar jobs or jobs that are repetitive in nature.
5. My preferred practical approach - Design appropriate JD template. Using template, design a job analysis workshop where affected jobholders are required to attend. Key objectives of this job analysis workshop is to teach and equip jobholders the skill and knowledge in writing an objective job description. Consistency will also be achieved.
After this half day workshop, a draft JD will be created. Give some time for the jobholder to fine-tune or complete the balance JD before submiting to the direct superior for review and approval. Please provide deadline for submission.
Please be aware that a JD is job driven and NOT jobholder driven. Therefore certain components in the JD should be completed by the direct superior or departmental heads according to business needs. Example, job specifications - Academic qualifications, minimum years of relevant experience, competency, authority limit.
Once approved, JD to be forwarded to HR for necessary action.
Hope the above is useful.