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Best/Next Practices in Job Description Design & Management

About Don BermanProfessional Services Leader - HRTMS

Since 1989, Don Berman has spearheaded the introduction and adoption HR and talent management applications and technology driven best practices at large and mid-sized companies throughout the U.S. As co-founder and Professional Services Lead, Don has helped guide HRTMS Talent Management solutions toward a new Job Description-centric model that resulted in HRTMS Jobs--the leader in Job Description Management.



Best/Next Practices in Job Description Design &

Management

presented by Don Berman



Why Managing Job DescriptionsIs the Single Most Critical Issue for Strategic HR

A clear understanding of the Job is Required to:Recruit the right people

Evaluate employee productivity & performance

Protect your company from

regulatory sanction

Identify and retain top

performers

Identify and manage bottom

performers

Benchmark/Evaluate jobs to

compensate employees fairly

Develop an equitable salary

structure

Protect your future with effective succession plans

Motivate employees with engaging Career

Paths

Identify Employee

Training Gaps



Are Your Job Descriptions Ignored?



Why Job Descriptions Lag Behind• People think of them as documents/paper• No one person can complete them

– HR knows how to write them– Comp/Compliance have concerns– Managers/Stakeholders know the

details of the job• People don’t know where to start

– Especially for new Jobs– Lack of content

• No Structured way to go about it– Different formats/focus

• Everything else is more important– Recruiting, Performance Reviews,

Compensation, Market PricingDespite the fact that none of these can be done well without an effective Job Description



Job DataCentral to HR/Talent Management

• A Robust up-to-date job description repository can ensure that all aspects of your HR and talent management activities are reading from the same hymn book.

• So the top talent you hire, thrive and produce to grow your business while insuring compliance with regulatory bodies.

Job Description

ATS/Recruiting Process

Performance Management

System/Process

Career PathingSuccession

Training

ComplianceFLSA, ADA, FDA, Joint

Commission

Compensation Plans &Salary

Structure

Corporate Culture

Future Plans





Customers





About This PresentationAlthough we provide recommendations -- Not an Ivory TowerBased on what our clients are doing

Components they are usingWhat they are using them for Samples/GuidelinesStatistics Screenshots/document snippets for context





We See Job Descriptions DifferentlyJob Descriptions Cater to the lowest common denominator Consist of blocks of dense, opaque text

Job Repository Leverages conversations with Stakeholders

Collects all the info you needControls who can see what

Provides information to those that need itFolks in other roles, hiring managers, recruiters, Compensation, ODOther systems: ATS, Performance Management, HRMS

Turn blocks of text into Data Points That you can search/query/interface with other systemsChange the way you think about Job Descriptions





Looking for a cookbook?• Not One Size Fits all

• What’s in your Job Description depends on:

Job Descriptio

n

ATS/Recruiting

Process

Performance Management

System/Process

Career Pathing

SuccessionTraining

ComplianceFLSA, ADA, FDA, Joint

Commission

Compensation Plans &

Salary Structure

Corporate Culture

Future Plans





The Agenda General GuidelinesLegal ConsiderationJob Description Elements– What/How/WhyCompetencies, Skills, and Essential FunctionsCollaborationContentJob Descriptions and Job PostingFLSA DeterminationReusable Components (Inheritance)Organizing Job DescriptionsSimilar JDs/ConsolidationAccessHistorical Job Descriptions





General Guidelines - JobIt’s about the Job Everything in your JD must be about the Job Resist using JD to describe an individual or personality

traitsUpbeat personalityExcellent customer services skills

For ADA Include only relevant necessary requirementsIf the item is not absolutely necessary to do the job

Leave it out Include it as a Non-Essential function

Future of the JobLook forward to the what may be needed down the road





Clear Avoid flowery overwritten and vague verbiage:

“…responsible for communicating any internal issues of importance to any of the constituencies involved in the company’s day-to-day happenstances, in formats including, but not limited to daily updates, weekly publications, annual reports.”

Vague, Confusing, Does not describe what the person will actually do “Handles internal communications regarding company decisions and accomplishments on an as needed basis”

Reasonable/Truthful Avoid Hyperbole “On call 24/7” Don’t Glamorize the JD

General Guidelines - Language





Use language that points to desired resultsThat indicates how success can be measuredWithout exaggeration uses powerful/influential language “Through the use of direct marketing, candidates must be

able to build and measurably grow sales to a sustainable client base.”

General Guidelines – Language cont.





Don’t discriminate by:Age “…Youthful energy…”

Race/Religion “Must be able to work on Yom Kippur”

Marital Status “Travel Requires unmarried…”

Gender Specific “Previous experience as a waitress”

Don’t undermine at will employment“This is a permanent Position” Don’t Mention unless Temp“…prides itself on employee retention” Omit. Implies ongoing employment

Don’t make promises you can’t keep“…performance will be rewarded”“…will lead to training opportunities”“…supervises a staff of trained professionals”

Legal Considerations





Don’t violate Applicants Privacy“…Ability to function without sleep…”“…single able spend full energy on the job”“…must have “blue state” mentality”“…candidate must not have other work commitments”

Don’t create FLSA Classification ProblemsJDs are not required but essential function are usually central in any dispute“…Supervise 2 employees/can hire and fire” “…Will supervise department”“Eligible for overtime pay” Omit.“This is an exempt position” Don’t use these terms or “…Salaried position” Discuss this topic

Legal Considerations cont.





Protect against FLSA wage and hour lawsuitIn an article, Beware 'Misclassification Creep' in Employee Exemption, Littler Mendelson shareholder and co-chair of the firm’s wage-and-hour practice group, Lee Schreter states, “It’s easy enough for companies to ask their employees to sign off on their job descriptions during their periodic performance reviews, so there is both mutual understanding and, for the employer, well-documented proof that the employee knows where they stand. That kind of evidence, I believe even the courts will be hard-pressed to dismiss.”

Compliance - Job Description AcknowledgementHealthcare (Joint Commission)

All Companies (FLSA)

Bio Tech (CFR Part 11)

Legal Considerations cont.

http://www.law.com/corporatecounsel/PubArticleCC.jsp?id=1202625620590&Beware_Misclassification_Creep_in_Employee_Exemption&slreturn=20131007143504#ixzz2jgpXwbCj





Job Description ElementsJob Attributes Job Indicative Information Organization Information

Description/Summary Essential FunctionsQualificationsPhysical Demands/Working ConditionsCompetenciesScope





Job Attributes• Indicative Information Typical Elements

Job Code Job Title FLSA Classification Grade Date Created/Revised Reviewed by





Job Attributes• Organizational Information –

Business Unit/Region/Division, etc. Reports To Locations Departments Supervision Exercised/Received Managers/Employees





Description/SummaryOverview of Job, used as a synopsis, for market pricing and recruiting. Used as a hook to draw in the reader.Sample Guidelines Short statement that states why the job exists Short statement that describes the role and how it supports the

company’s key objectives using specific measures of success Elevator Pitch for the job





Description/SummaryConcerns for Description/SummaryBlank Page SyndromeWar and Peace SyndromeRemediesFeedback/Revision ProcessText Limits (75 words)Spell CheckLeverage Content





Definition of terms:Essential Functions, Skills and Competencies

You have competencies (measurable/acquired over time) Knowledge, behavior, characteristics, aptitudes and/or strengths

that are needed to perform and excel. e.g., Problem solving

That allow you to learn Skills (acquired quickly) Something tangible you can know or learn e.g., Event Planning

That you can apply to accomplish Essential Functions Daily tasks that need to be performed. e.g., Manages logistics for major corporate events. These include:

“town hall” meetings and webcasts, investor relations…





Essential FunctionsAKA Duties, Responsibilities, Accountabilities… Used for: Performance appraisal. ADA – Can an employee with a disability perform these

functions; if not, what accommodation can be made? Recruiting/posting FLSA, Affirmative Action and Joint Commission





Essential FunctionsSample Guidelines What they do, not how they do it. If it’s less than 5-10%, should

not include unless it is a highly critical function Statements that describe the main areas in which the role holder

must produce results in order to achieve the purpose of the role. They start with a verb and describe the end results rather than duties or activities or broad, vague statements. These responsibilities should be limited to the six or seven most important ones and put in descending order of importance.

Begin each task statement with an action word (verb), which describes a specific kind of behavior. Then describe what, how and why each task is performed.





Essential Function (More…)

Template for Building Essential Function Statements

Result To Be Achieved“Control Expenses BY”

Action (using Action verb)“Analyzing department budgeting and accounting reports”

Means to measure success“To keep monthly expenses below 10% of Revenue”





Essential FunctionsInformation captured Description of Essential Function Also

Percent of TimeFrequency LevelWeight

These can affect FLSA Determination





Essential FunctionsOther options for Essential FunctionsAdditional Responsibilities Used to generalize JDs Used to define responsibilities that may not be used for all

employees in a job e.g. Work Nights/weekends, perform a location/business unit

specific task

Entity Specific FunctionsRequired Responsibilities For All Jobs Mission/Vision





Qualifications

Used for recruiting, career pathing and complianceSample Guidelines: “We educate our managers that they need to determine

the minimum and preferred education/certification, skills, and experience required for the job so that HR can legally defend why an applicant is or is not hired. ”





QualificationsMost Common Information captured Education Experience Skills Licenses/Certifications

(Joint Commission)Also Captured

Technology/Software Skills

Languages





Qualifications

Category Item Details/Other

Required/Preferred

Proficiency Other % Using

Education Level X X ~ 100%

Experience Level X X ~ 100%

Skills Skill X X X ~ 90%

Lic/Cert Lic/Cert X X Timeframe ~80%

Technology Tech Skill X X X ~ 10%

Languages Language X X X ~ 10%





Physical Demands/Working ConditionsUsed for ADA situations to determine if an employee is capable of performing in the jobIn conjunction with Essential FunctionsUsed to determine what accommodations can be madeMost Common Information captured

Physical Demand/Working Condition Description

Frequency Weight (for weight related items)





Physical Demands/Working ConditionsProcess for determining physical demands/working conditions ItemsIndustry specific Corporate/Healthcare/Manufacturing

Often culled from disability claims over timeReviewed periodically to evolve over time with changes in job equipment and ADA.





Physical Demands/Working Conditions

Category % Using

Physical Demands ~ 100%

Working Conditions ~ 100%

Physical Demands with weight requirements ~80%

Coordination/Visual Acuity <10%

Essential Physical Requirements <10%

Bloodborne Pathogens <10%

Cognitive Requirements <10%

Emotional Effort <5%





CompetenciesMeasurable/score-ableUsed for performance reviewsMost use in conjunction with Essential FunctionsCorporate – BehavioralHealthcare - task related due to regulatory requirementsNumber Limited





Competencies

Category % Using

Core Competencies ~20%

Departmental Competencies ~50%

Position Specific Competencies ~60%

Leadership Competencies ~40%

Customer Service/others <10%





ScopeGenerally, help gauge impact of the job on an organizationMore specifically Job Evaluation Grading Compensation Participation in bonus plan Aid in FLSA determination





ScopeSome examples are:• Freedom to Act• Problem Complexity• Impact• Supervision Exercised/

Received• Financial Responsibility• Budget Responsibility





ScopeJob Evaluation - Factors used for leveling are dictated by the leveling methodology various IPE(s), Hay or homegrown Excel Point Factor SystemSome examples are: Nature/Area of Impact Creativity Internal/External Contacts Project Management Business Expertise Leadership





CollaborationCollaboration is the key to effective job descriptions because the knowledge needed is embedded in multiple Stakeholders. Typical participants are: Hiring Manager HR Generalists Compensation

Track changes paradigm





CollaborationCollaboration must be flexible, allowing stake holders to reach out to other contributors on the fly: Upper-level Managers Department/Entity/Location Leaders Other SME’s

Ad hoc Reviews Provide simplicity/flexibility





Collaboration Best Practice – Stake Holders

Manager Selects Descriptions HR/HR Business PartnerMark-up Process

Keep it Simple• Allow managers to make requests simply from their perspective• Empower HR Business partners to route for further approval





Collaboration Best Practice - Oversight

© 2013 HRTMS, Inc. All Rights Reserved www.hrtms.com

Step 2 Reviewer(s)Step 3 Reviewer(s)...

HR/Compensation Final Approval

Step 1 Reviewer(s)





ContentSources of Content Stakeholders Client Job Descriptions HRTMS Content Library Client libraries/data from other systems

Content Applied to Summary Essential Function Competencies Skills Less often,

Qualifications





Content-SearchSearch Content By Job Description By Job Family/Function By Occupation By Saved List Standard Statements





Content-Promoting ConsistencyStandard StatementsReusing/Refining Existing Content





Job Descriptions and Job PostingLow hanging fruit for integrationAutomate or cut and pasteAttended/background integration





Explore the Web for Job Postings

Explore Postings





FLSA QuestionnairesDOL QuestionnairesState or other Questionnaires





InheritanceInherit Data from Parent Job DescriptionsTypically Essential Function, Skills, Certifications, CompetenciesBut could be any Job Description ElementChanges to Parent auto populate to children





Inheritance - UsesGeneric Jobs

Nurses, Accountants, etc.

Entity Department, Division, Business Unit, Location etc.

Job Classification Job Family/Function Exempt/Non-Exempt, EEO Arbitrary Classification





Organizing Job Descriptions (View)Filter JDs By Entity/Other attributes

Business Unit, Department, FLSA/EEO Classification, Job with openings, etc.





Organizing Job Descriptions (Job Families)By Job Family/FunctionCareer PathsRelated Jobs

• Side-By-Side Views Career Matrix Qualifications Comparison Scope Factor Analysis





Organizing Job Descriptions (Analysis)Best Practice – Matrix Explorer





Organizing Job Descriptions (Consolidating)Relationship between Job Codes(HRMS) to Job DescriptionsMany (Job Codes) to one Job Description Often Driven by concerns due to Legacy JD Management Facilitated by entity specific Elements

One (Job Code) to One Job Description Best Practice for Repository But Some Clients want a 1:1 ratio of JDs to employees





Similar Jobs/IdentificationIdentify jobs that are similar enough to be candidates for consolidation





Similar Jobs/ConsolidationConsolidate Job Descriptions/Create Parent Job Descriptions





AccessProvide access to: HR/Compensation Managers Employees

HR/CompOnly

ManagersStakeholders

Employees

Employees

ManagersStakeholders

Employees

5%

95%

50%





Keep a Record of Historical Job DescriptionsDefend Hiring DecisionsProtect yourself against Regulatory Audit





Wrap up

If you stop thinking of a Job Description as being limited by the restrictions imposed by documents:

• You’ll see that a Job Description Repository can: Drive Performance, Compensation, Recruiting, Succession, and

Training Job Descriptions are the logical centerpiece of your Talent

management Landscape





What Did We Miss?





Questions





How To Contact Us

Don [email protected]

Ashley [email protected]

919.351.JOBS (5627) www.hrtms.com

mailto:[email protected]

mailto:[email protected]

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