Seeking Practical Guidance on Crafting and Evaluating Job Descriptions – Any Tips or Samples?

Request for Guidance on Job Description and Evaluation

I need a detailed theory guide on job description and job evaluation so that I can go through the text and understand the two processes, and then also implement the same in my organization. Any samples and guidelines to implement job evaluation and job description would also be very helpful!

Thanks!

I found this link in the sidebar on the right under "Downloads": https://www.citehr.com/324869-detail...scription.html

Hence, please search CiteHR using keywords from your query and then pose a precise question rather than a general question. Please also provide details of your organization's type and the staff level for whom you want to implement the same.

I am basically wanting to first create a job description and then conduct a job evaluation for managers working at the manufacturing locations of a paint manufacturing organization. (Sorry, but I would refrain from disclosing the name of the organization for confidentiality purposes.)

Managerial Cadre at Plant Locations

The managerial cadre at the plant locations of the organization includes executives, managers, and senior managers.

Job Evaluation and Analysis: A Comprehensive Overview

Basic theory on Job Evaluation (Job Description and Job Analysis) is given in the handbook on Industrial Engineering by 'F. J. Maynard'. It is not as easy as reading the book/article and starting to make a Job Description and Job Analysis. You may need to seek professional help from a consultant/consultancy firm that has experience in this process across many organizations.

Creating Job Descriptions

Job descriptions are typically created by conducting one-on-one interviews to understand the nature of the job and the importance of the particular job within the spectrum of jobs available in the organization.

Understanding Job Analysis

Job analysis usually involves Job Specification (prerequisites for successfully carrying out the job). This is often a group exercise where knowledgeable individuals come together, or management assigns this task to individuals to form the group.

I hope the above information will assist you in this matter.

Regards,
svvpayan

I have been fortunate to have 10 years as an Organizational Analyst specializing in Job Evaluation (with exposure to Peromnes, Paterson, Hay, Task as well as the 1984's USA State Department's Post Classification System - adopted by a Steel Company with over 15,000 employees). From there, I moved into Quality Management Systems (15 years in both automotive and non-automotive environments).

Advice on Quality Management Systems

My advice is to use the process-approach as advocated by the ISO 9001:2008 QMS standard and to ensure that these 'functional' responsibilities are encapsulated into the organigram and then from there into the relevant Departmental Head Job Profiles. These should be cascaded downwards to the subordinates as required by your company (keep in mind Lean Organization Lessons). Succession planning plays a crucial role for key/critical positions and has been neglected since the 90's when companies felt they could just "buy" talent and not nurture it. The newly emerging title of Talent Manager and the exorbitant salary of such a position demonstrate the failure of reducing Job Evaluation to Salary Surveys and market-related recruiting. One such author, circa 1994, had a chapter in his book, Job Evaluation RIP, which advocated the demise of Job Evaluation.

Aligning Job Evaluation with ISO 9001

I believe that Job Evaluation is coming full circle again, but the approach needs to be aligned to the ISO 9001's process ownership approach. Few HR managers or HR Consultants understand this, and in many companies, I have witnessed dual systems created, thus creating conflict between HR and Quality Management due to this lack of understanding and lack of integration between the two disciplines.

Defining Roles with Key Performance Indicators

Key Performance Indicators (Company Dashboard) and the development of a KPI tree per Function should be the tool to define roles and responsibilities within the Job Description/Profile.

Hiring Initiatives and Group Dynamics

Hiring initiatives should consider influences of Group Dynamics and Personal Profile Analysis (with JPA), either Thomas International or Carlton Publishing Company. Other similar instruments based on research into the 4 Temperaments of Hippocrates (i.e., Brain-dominance theory) should also be considered once the organizational structure is in place. This is because employees get hired for CV-qualification implied competence but fired for performance, and such behavioral identification instruments reduce this risk.

I trust these thought-starters will be of some assistance.