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DevelopingJob
Descriptions
and
PerformanceEvaluations
August 31, 2010
Carolyn Phillips, Pass It On Center
Trish Redmon, Pass It On Center
Cathy Valdez, Project MEND
Joanne Willis, Touch the Future
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GetCEUs
or
CRCs
CEUs VisittheAACInstitute
www.aacinstitute.org
CRCs Toreceiveyourverification
form,send
an
email
with
your
name,organization,city,stateande
mailaddressto
Pass It On Center
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DownloadWorkPackage
Working documents for this Webinar areavailable at:
http://www.passitoncenter.org/content/
Download the package for
Developing Job DescriptionsUnder New to the Knowledge Base
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LearningObjectives
AftercompletingthisWebinar,participantsshould:
Understandthe
need
for
job
descriptions
and
performanceevaluations
Beabletoprepareprofessionaljobdescriptionsusinga
questionnairetogatherinformation
Bepreparedtousejobdescriptionstofacilitate
programperformance
improvement
Beabletotransformthejobdescriptionintoa
customizedperformanceevaluationformforthe
positionPass It On Center
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TwoReuseProgramStaffingModels
ProjectMEND,anonprofitorganizationbasedinSan
Antonio,TX,providesdurablemedicalequipmentand
fittedmobilityservicestoalargeportionofsouthTexas.
TouchtheFuture,anonprofitorganizationbasedin
Tucker,GA,providescomputers,ATreuseitems,durable
medicalequipment
and
assistive
technology
services
throughoutGeorgia(andtootherareasintheSoutheast
throughSTARNetwork)
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ProjectMEND:Services
DurableMedicalEquipment(DME) ProvidesDMEto
eligibleclients.
Donated
DME
is
received,
then
refurbished,repairedandsanitizedpriortodistribution
toclients.
FittedMobility(FM) Providesfinancialassistanceto
eligibleclientsneedingtopurchasespecializedorfitted
devices,suchas,orthotics;prostheses;cranialhelmets;
andotherassistivedevicesnecessaryforrehabilitation.
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ProjectMENDOrganizationChart
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ProjectMENDBoardofDirectors
Warehouse
Manager
Warehouse
TechnicianI
WarehouseTechnicianI
I(vacant)
Warehouse
TechnicianII
Volunteers
ProgramManager
CaseManagerI
CaseManagerII(vacant)
Intake
Specialist
Volunteers
Accountant
AccountingAssistant
DevelopmentDirector(vacant)
OutreachSpecialist(vacant)
ExecutiveDirector
Rev. June 2010
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ProjectMEND:Staffing
CASEMANAGEMENTSTAFF
Primaryresponsibilityistotakecareofclientsandtheirserviceneeds(CaseManagers;
Program
Manager;
Intake
Specialist)
Scheduleclients
ManageclientsthroughentireprocessofreceivingProjectMENDservicesaswellasotherservicestheymayneed
WAREHOUSESTAFF
PrimaryresponsibilityistoprepareDMEfordistributiontoclients
(WarehouseTechnicians;
Bio
Medical
Technician;
Warehouse
Manager)
Sanitize/refurbish/repairDME
DeliverDMEtoclientshomes
PickupdonatedDME
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VolunteersProvideKeySupport
WAREHOUSEVOLUNTEERS
Handcleanandhandsanitizemedicalequipmentitems
Completeminor
repairs
on
medical
equipment
Keepwarehousecleanandorderly
Helptomaintaingroundsandofficeareas
Clean
out
trucks
and
vans Storemedicalequipmentitemsonracks(noheavylifting)
OFFICEVOLUNTEERS
Provideclerical
support
to
staff
Answerphones
Assistclientswithpaperwork;answerquestions
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TouchtheFuture:Services
10
ATRC
Informationandassistance
Demonstrations Loanlibrary
Assessmentandtraining
Products,newandused
ReBoot
Computerrefurbishment
ElectronicAT
refurbishment
OtherreuseAT
STARNetwork
Recycling(endoflife)
ConsumerNeeds, Abilities, Challenges
Consumer
ATRC ReBoot
OutcomesGreater Independence
Education, Work & Community ParticipationImproved Health both Consumer & Environment
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TouchtheFuture:Staffing
11
Manpower Resources3Employees =3.00FTEs
2
Office
Contractors
=
1.33
FTEs3ReBootContractors =1.50FTEs
3ATRCContractors =0.75FTEs
Volunteers(average) =1.50FTEs(13/mo=250hrs/mo)
Staffing SpecialtiesOccupationalTherapist
MechanicalEngineer
A+Certified
Technicians
ComputerSoftwareEduc.Specialists
RecyclingSpecialist
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TTFOrganizationChart
12
Touch theFuture, Inc.
(TTF)
ReBootComputer and
AT Reut il izat ion
Demo
ATRCIndividuals and
Groups
Loans
ScreensAssessment
Training
Link
ComputerRefurbishment
Assist iveTechnology
Reuse
TechnologyEnd of Life
Consumers Organizations STAR NetworkOutreach
New & Used ATSales Program
TTF Board ofDirectors
TTF
South CarolinaBranch
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StaffingDevelopmentandChallenges
Service Demand determines Human Resource NeedsFunding determines Potential and Abil ityMarketing supports Services and Funding
AgencySizeandPotential
Options employees,contractors,volunteers
Skills
of
staff
Environmentalavailability
Policies&proceduresfororienting,trainingandsupervisingstaff
Safetyandlegalrequirements
Abilityto
train
and
supervise
Activitiesandtaskassignmentcapabilities/crosstraining
Qualityassurancemeasuresinplace
Availabilityofproduct
Fundingand
sustainability
of
base
and
special
grant
funding
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14Jobdescriptionshelpto:
Facilitate
staffing
structure
Mitigate
legal
risks*
Definemanagementstructure
Analyzecompensationplan
Supportrecruitment
Increaseawarenessofcompliance
withemploymentlaws
Developpolicies
and
procedures
Identifyaccommodations
*HaveanattorneyoranHRprofessionalreviewjobdescriptions
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DefineManagementStructure
Jobdescriptionsspecifyrelationshipsbyindicating
reportingchannels
and
supervisory
responsibilities.
Theserelationshipsaredisplayedvisuallyon
organization
charts.
DMERefurbishing
Supervisor
SanitizationTechnician
RepairTechnician
InventoryClerk
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ProvideBasisforCompensationAnalysis
Comprehensivejobdescriptionspermitthecomparison
ofthe
position
to
similar
jobs
in
the
market,
and
facilitatedeterminationofreasonablecompensation.
Recruitingqualifiedworkersusuallyrequiressalaries
comparabletothelocaljobmarket.
IRSrules
do
not
permit
nonprofits
to
pay
more
than
reasonablecompensation.*Pass It On Center
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AssistwithRecruiting
Accuratejobdescriptionsassistwithrecruitingby
providingspecificinformationthatcanbeusedto
prepareinternalpostingsforvacancies,onlinejobpostingsanddetailstoadvertisethejob.
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MitigateRisk
of
Violating
Employment
Laws
Writtenjob
descriptions
may
help
to
complywithlaws*concerning:
Nondiscrimination(race,
color,
religion,sexornationalorigin)
Equalpay(menandwomen)
Agediscrimination
(>40)
Personswithdisabilities
Vietnamveterans
(if
contractor)
*Statelawsand/orlocalordinancesmaygobeyondthesefederalstatutes.
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HowJobDescriptionsMitigateRisk
Jobdescriptionsmaybeusedincourttodetermine
whetherdiscrimination
occurred(EEOC).
Theymaybeusedtodetermineifaninjured
workerwas
returned
to
his/herformerposition(FMLA).
Theymaybeconsideredtodeterminewhetheranemployeequalifiedasexemptfromovertimepay
(FLSA).
Jobdescriptionsmaybeusedtodeterminewhether
reasonableaccommo
dationsweremade(ADA).
Theymaybeconsideredinuniongrievancesorin
determiningwho
is
left
out
ofthebargainingunit.
Theycanbeusedbymedicalpersonneltodeterminewhetheranemployeereturningtoworkcanperformthe
essentialjob
functions.
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JobDescriptionsClarifyOperationalIssues:
Detailduties
and
responsibilities
Specifysupervisoryandreportingrelationships
Definestandardsforperformanceassessment
Assistinanalysisandimprovementofprogram
operations
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DetailDutiesandResponsibilities
Jobdescriptionshelpadministratorsclarifytheresponsibilitiesto
bedelegatedtoeachspecificposition.
Thisgives
aclear
picture
of
the
functions
of
each
position
in
the
organization.
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SpecifyDuties
andExpectations
Who is responsible for
the key factors in
using promising
practices?
Doall
key
responsibilities
appear
on
someonesjobdescription?
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ReviewIndicatorsofQuality
Use Indicators of Quality
list to cross reference
responsibilities to job
titles in the reuse
program.
*Worksheet in package
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GuideInterviewingandSelection
Writtenjobdescriptionsprovideabasisfor
questioningcandidatestodeterminewhicharebest
qualifiedforthejob.
Reviewingthemajordutiesshouldpromptquestionsaboutexperienceandaptitudetoperformthosetasks.
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AnalyzeandImproveProgramPerformance
Job
descriptions
can
be
used
to: Identifygapsinresponsibilityforprogramactivities
Identifytasksandactivitiesthatneedtobeperformed
Analyzethelogicofreportingrelationships
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Jobdescriptionsforeveryone?
Employees?
Contractors? Volunteers?
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WritingtheJobDescription
Thefirsttaskinwritingajobdescriptionistogather
preciseinformation.
Ajobquestionnaire isausefultoolforthistask.(Seethedocumentsinthedownloadpackage.)
Ifthepositionexistsandisfilled,theincumbent(s)maybe
askedtocompletethequestionnaire.Thiswillhighlight
differencesin
perception
and
reality.
Anadministratormustcompletethequestionnaire
independently
and
compare
with
incumbent
responses.Pass It On Center
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TheBasics
Title
Department
SupervisorsTitle
(reportingrelationship)
Location
Title: IntakeClerk
Dept.:
User
ServicesSupv.: ClientServicesMgr.
Location: CentralOffice
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SpecifyFunction
Purposeofthisjob:
Essentialjobfunctions
areacriticalfactorin
disabilitydiscrimination
claims.Specify
clearly.
Example:
AT REPAIR TECHNICIAN: Repairs medical equipment
Disassembles and inspects
equipment Replace parts as needed
Replaces defective parts, and
solders, tightens and aligns parts
Installs modified parts Cleans, lubricates and polishes
equipment components
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ScopeofResponsibility
Factorstoconsider:
Supervisory(How
manypeople?)
Financial(Size
of
budget?Assets
managed?)
Degreeof
impact
Example:
Supervises twotechnicians
Manages $150K budget
Oversees all refurbishingoperations
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IdentifytheMajorResponsibilities
Listtheprimaryactivitiesthatwillbeperformed.
Specifywhich
are
aprimary
responsibility
and
which
areshared.
Identifythepercentageoftimedevotedtotheactivity
inanaverageweek.
Identifyfivemajoractivitiesandlistinorderof
importance.Emphasizetheseininterviews.
Describetwoofthemostcomplexordifficult
problemsthatmaybeencounteredinayear.Ask candidates how they would handle these!
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FocusonPrimaryDutiesandResponsibilities
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ListOccasionalDuties
Identifyoccasionaldutiesandspecialassignments
Estimatethe
time
required
Specifyfrequencyofthesetasks
Example:
Employeemaybeaskedtoparticipateinthreeorfourdonation
driveseachyear.TheseeventstypicallytakeplaceonSaturday
andlastapproximately6hours.
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AnalyzeCustomerRelationships
Public(donors,prospectivedonors)
Customers(AT
users)
Vendors
Other
organizationsPosition
Donors
Vendors
Other
orgs
AT
users
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DefineKnowledgeandSkillsRequired
Specifyknowledgeneededtoperformjob
Acceptableformofacquisition:education,formaltraining,OJT
Specifyskillsneeded
Howwillskillsbeverified?Credentials?Test?
Whyare
they
needed?
Notlegaltorequireknowledgeandskillsnotrequiredtodothework
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SpecifySupervisoryResponsibility
Listtitlesofposition(s)supervised
Indicatethe
number
in
each
role
(and
whether
employees,contractorsorvolunteers)
Definelevelofresponsibility
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DescribeOperatingResponsibility
Describedecisionmakingandauthorityinimmediate
area.
Listprogramfunctionsforwhichthepositionisresponsible
Indicate
types
of
decisions
person
must
make
to
fulfill
job
functions
Describedecisionmakingrelatedtootherdepartments
or
functions. Workswith_____to
Participatesinselectionof_______
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DescribeFinancialResponsibility
Definesumsofmoneyforwhichthis
positionis
directly
responsible:
Budgetedamountsforsalariesorsupplies
Paymentsforservices
Cashdonations
Defineotherresponsibilitieswith
financialimplications:
Inventorymanagement
Negotiationofleases
Purchasingapprovals
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ExplainPersonnel/AdministrativeResponsibility
Participatesin?
Recruitment
Interviewing
Selection
Performanceevaluation
Termination
decision
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FromQuestionnairetoJobDescription
Reviewand
modify
as
needed
Transferinformationtotheformallanguageofthejob
description(seeexamples)
Afterthe
job
descriptions
are
complete,
have
an
HR
professionaloranattorneyreviewthem
Therearemanyappropriateformatsforjobdescriptions.
Thisisonlyone.Focusontheusage.
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Dontjustfileit!
Usethejobdescriptiontowritethelanguagethatwill
beused
to
run
an
ad,
list
the
job
opening
on
aweb
site
orposttheposition.
Sharethejobdescriptionwithallmanagers.
Giveacopy
to
the
incumbent
(if
one
or
more
exists)
and
discusschanges,ifany,indutiesandexpectations.
Create
interview
questions
based
on
the
document. Useittocreateacustomizedperformanceevaluation
tool.
Reviewpolicies
and
procedures.
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PerformanceEvaluation:Why?
To develop employees
To
contribute
to
m i ssi o n
achievement
th ro u gh p erfo rm a n ce enhancement
To document p erfo rm a n ce
managementsteps
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Developing
aBasicForm
for
the
Program
Identifyelements
for
cover
sheet.
Determineascaleforevaluation.
Definewhateachpointonthe
scalemeans
(how
it
is
met)
Identifytheskillsandbehaviors
thatwill
be
universally
evaluated
forallworkers.
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Usethe
Job
Description
toCreate
a
Customized
Evaluation
Form
Usethemajorresponsibilitiesto
definethepositionduties.
Identifythe
five
(or
more)
major
responsibilitiesascore.
Definewhatmustbedoneto
meetexpectations.
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Whatmightchangeajobdescription?
Changesinprogramactivities
Newactivities
Newmethodsofperformingexistingactivities
Changesinmarketbeingserved
Changeingeographicterritoryserved
Changeincustomergroupsserved
Expansionofstaff
Growthin
volume
drives
structural
change
Additionalresourcespermitsexpansion
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Whathappensifajobchanges?
Reviewthejobdescription:
Lookfor
changes
in
job
duties,
responsibilities
or
reporting
relationships
Ifthepositionisfilled,therevisedjobdescriptionshouldbe
discussedwiththeincumbent.Ifthepersondoesntmeetthenew
requirements,explainwhatassistancewillbegiventofacilitatethe
necessarysteps.
Updatetheorganizationchartifnecessary.
Reviewthecompensationplan.
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Summary:ApplyingtheProcess
Developjobdescriptionsthataccuratelyreflectwhatthe
workerisexpectedtodoandtherequirementsforthe
position.
Comparethedutiesinthejobdescriptionstofactorsfor
consideration
in
the
Indicators
of
Quality
and
ensure
that
keyresponsibilitiesappearonthejobdescriptions.
Usejobdescriptionstobuildareasonablecompensation
plan,to
recruit
workers
who
meet
the
needs,
and
to
drive
performancemanagementintheorganization.
Usejobdescriptionstofacilitatecompliancewith
employmentlaws.
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TimetoEvaluateOurPerformance,Please
Please complete a brief evaluation oftodays Pass It On Center Webinar at:
http://www.surveymonkey.com/s/R325KJX
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ThankYou http://www.passitoncenter.org
Contact us:
Thisworkissupportedunderfiveyearcooperativeagreement#H235V060016awardedbytheU.S.Departmentof
Education,Office
of
Special
Education
and
Rehabilitative
Services,andisadministeredbythePassItOnCenteroftheGeorgiaDepartmentofLabor ToolsforLife. However,thecontentsofthispublicationdonotnecessarilyrepresentthepolicyoropinionsoftheU.S.DepartmentofEducation,ortheGeorgiaDepartmentofLabor,andthereadershouldnotassumeendorsementofthisdocumentbytheFederalgovernmentortheGeorgiaDepartmentofLabor.
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