the end of the job description
TRANSCRIPT
Dr Tim Baker www.winnersatwork.com.au
The End of the Job Description Shifting From a Job-Focus to a Performance-Focus
Objectives
Develop KPIs for the increasingly important roles employees play in the workplace
Learn the process for converting job descriptions to role descriptions
Understand the value and importance of the non-job roles employees' perform
Legal disclaimerYou are required to complete any other duties deemed
relevant by your manager ....
Performance Management Framework
Vision
Mission
Core Values
Role descriptions
Key Result Areas
Key Performance Indicators
Targets
(Baker, 2009)
Roles people play in organisations are more important than the jobs
they do...
The Work People Do
Job Role Non-job Roles
Technical skillsTeam role
Skill development roleInnovation & Continuous Improvement role
SOURCE: Baker, T. B. (2013) The End of the Performance Review: A New Approach to Appraising Employee Performance
Positive Mental Attitude & Enthusiasm
Job description v Role descriptionA job description usually define a set of specific tasks and responsibilities that are performed by a particular job-holder. A role description define the job role (technical tasks) and non-job roles that employees are expected to perform at work
Positive Mental Attitude & Enthusiasm RoleSolution-focus
The orientation of looking for solutions to problems rather than focusing on the problem.
AutonomyThe degree to which employees are able to work without close supervision.
Positive EnergyThe degree to which the employee demonstrates a positive and cooperative approach towards their work and colleagues.
Team RoleLeadership
The ability to influence others within the team & organization in a positive way.
AccountabilityThe degree to which employees accept responsibility for their own work and the work of others they work with.
Self-developmentDeveloping oneself is associated with the commitment to help in carrying out employment duties now and in the future.
Technical developmentInvolves individuals planning and making decisions about education, training, and career choices as well as developing the right skills and knowledge to do so.
Skill Development Role
Innovation and Continuous Improvement Role
Problem solving and critical thinkingContinuously seeking to identify, define, critically analyze, and resolve work problems through researching and testing alternative ideas and approaches.
Customer responsivenessInvolves the ability to identify, understand, build relationships with, and adapt to the requirements of external and internal customers in an appropriate manner.
Innovation & Continuous
Improvement opportunities
Ways to Formulate Role Descriptions
Dynamic duo methodThe manager or supervisor chooses two individuals who perform the same role—for example, two accounts receivable clerks—to consider the non-job elements associated with their role.
Team methodThe manager or supervisor chooses three or four individuals, all of whom perform the same role, to complete the document.
Supervisor–incumbent methodThe supervisor or manager works with a single employee to complete the role documentation.
Single-employee methodThe employee completes the document him/herself. For roles with only one employee, or for a vacant/new position, this may be the only method available, but it is not collaborative, and therefore is the least preferred method.
Which approaches are available to formulate role descriptions?
The five conversations frameworkDate Topic Content Key Questions
Month 1 Climate review Job satisfaction, morale and communication
• How would you rate your current job satisfaction?• How would you rate morale?• How would you rate communication?
Month 2 Strengths and talents
Efficiently deploying strengths and talents
• What are your strengths and talents?• How can these strengths and talents be used in your current and
future roles in the organisation?
Month 3 Opportunities for growth
Improving performance and standards
• Where are opportunities for improved performance?• How can I assist you to improve your performance?
Month 4 Learning and development
Support and growth • What skills would you like to learn?• What learning opportunities would you like to undertake?
Month 5 Innovation and continuous improvement
Ways and means to improve the efficiency and effectiveness of the business
• What is the one way that you could improve your own working efficiency?
• What is the one way that we can improve our team’s operations?
Baker, T. (2013). The End of the Performance Review: A New Approach to Appraising Employee Performance
Tim Baker’s latest book, The End of the Job Description, provides just the ticket for turning your organization into a great place to work. Professor Marshall Goldsmith
20% discount
Normally $39.95 but this special offer it will be $32 plus postage