The dreaded job description. How to create one. How to use it. How to ignore it. - The Manager
Cultivated Management
Newsletter
Edition 14 - Job Descriptions
Hi,
I hope you've had a good week. Don't forget to send me your blog details after last weeks newsletter all about blogging :)
This week I'll give you a free Job Description Template and explain how to create job descriptions, but also how to ignore them. If you've been reading my work for a while you'll know I like people to ignore their job descriptions and do what is right.
I'll explain how to get the best of both worlds - keep HR and old school execs happy with a job description but also create one that is very useful for managers and employees. Well - at least part of it is.
Enjoy
Rob..
Job Descriptions
Job descriptions (JD) are designed to give the employer and the employee some sort of agreement over expectations of the role or delivery. When you join a new company you might be given your job description - it's telling you what you are expected to do. Apparently.
As a manager, you might have to create job descriptions for everyone in your team.
Here's some thoughts on Job Descriptions:
They are always incomplete
It is impossible to document in a JD everything an employee is expected to do.
If you work somewhere where your job can be defined in a simple job descriptions then get another job. Or find a new line of work.
There will always be things missing like responsibilities, tasks, deliverables, etc.
JDs are always wrong. That doesn't mean they can't be useful though.
Effective Employees are hard to describe
Effective employees fix problems and improve the world they work in. They are hard to define in a job description. They often move quickly, taking on more responsibility every week or month.
If you kept the JD up to date you'd need to update it every month. It would become a nightmare admin job.
If you need to use a job description to manage someone, you need some help.
Some managers use job descriptions to keep pay low, to "talk about performance" or to use the description as a guide for distributing work. Good managers don't need this. (although one section of my job description template is GOLD for managers).
They tick boxes
Many companies need to have JDs for compliance or other reasons (like the board want to see them, or some old school exec thinks they're a great, or someone in HR believes defining a JD means you've talked to the employee about performance, or some other arbitary reason).
As such, they help people tick boxes. And that might be a good thing.
They may serve a purpose. Don't let that purpose be about managing people and talking about performance (except that GOLD part of it - coming in a minute).
Create one
If you have to create a full JD then use the template below.
Also create a JD for the role not the person. There is little point creating multiple versions of the same JD for everyone. For example, if you have 5 developers then they will all have the same JD - except the GOLD part :)
Most JD templates don't have the GOLD section I'm going to suggest you include. In fact, if the JD does not have the GOLD part I'd ask serious questions about it's use. The GOLD part can exist alone, so you don't need to create a JD to create it. In fact, even if you do create a JD the GOLD part (the behaviours) must be tailored to each person anyway.
So create JDs if you need to AND add the behaviours section. Then use just the behaviours section to move forward with management. It's the one part that remains active and useful.
I create a JD then copy out the behaviours section and use that to talk to people about performance. All the other parts of the JD are static - the behaviours section is not.
Free Template
You can grab a free PDF copy of a JD I created especially for this newsletter. If you want a .doc version email me for a copy.
http://cultivatedmanagement.com/wp-content/uploads/2018/01/Sample-Job-Spec-CM.pdf
Behaviours
At the bottom of the JD is a section of behaviours. It has three columns to represent the potential three levels of career development for a developer. You might only have 1, or you might have 6. Doesn't matter.
What does matter is that the topics of interest down the left match what you're looking for in an employee. Use the ones in the template, or create your own.
As you can see from the template as you go through the ranks in your career, your behaviour are expected to change. You should be doing more, taking on more responsibility, mentoring more, teaching more, improving more. It comes with the territory.
As a manager you should be looking for times when your employee has exhibited the behaviour. Capture these examples and keep a record. Use them to say well done, or nice try, or here's how I would suggest you try it next time, or whatever.
As an employee you will know what is expected of you and what you need to do to improve - very important indeed. Nothing worse than working your backside off and getting nowhere because your management team have no idea what good looks like or what it takes to move ahead.
Nobody will fit neatly into one single column. Some seniors will have weaknesses in some topics. Some juniors will be awesome at some things, but need time and experience in others. It's always subjective to some degree, but the behaviours matrix serves as a guide to talk about performance.
I always show the matrix to my directs and we discuss whether it is correct. They may want to add more, or take away. This is why the behaviours matrix is not universal across the same role - like a JD is.
People will want to head down different paths. Some people might want to tag on a new skill or work towards a move to another department. You must change the behaviour matrix to make sense for that employee.
Every fourth 1:2:1 I would try to talk about performance and use the matrix to frame that conversation.
You must see the person in action though. How else can you work out whether they are demonstrating some of the behaviours you require them to?
Conclusion
Create JDs if you must.
If you must, then ensure they have a behaviours section. Extract the behaviour section and tailor it for each person. Talk about performance a lot. At least every month pull out the matrix and plot how things are going. Study your direct reports in action. Give them feedback. Use the matrix to guide them through their career. And let them use it as a guide for how to get to where they want to.
The behaviour section is the most useful aspect of the JD. You don't need a JD to use the matrix, but I would suggest all JDs have a matrix.
I hope it helps.
Here's the template again:
http://cultivatedmanagement.com/wp-content/uploads/2018/01/Sample-Job-Spec-CM.pdf
Email me rob@cultivatedmanagement.com if you need any more help with this or want a .doc version.
Thanks
Rob
Communication Workshop
Not long now until the workshop!
There are still some tickets left.
I have people coming from all over the world for it! Amazing. Thank you.
Don't miss out. Also, if you buy 2 tickets I'll give you the 3rd for free! (if you want to take advantage of this offer drop me an email rob@cultivatedmanagement.com
Book of the Week
This week's book of the week is an old one but a classic.
It's "The Art and Craft of Storytelling" by Nancy Lamb
But why story telling Rob? Well, a large part of work is about telling stories. Especially so when you become a manager.
A good leader knows the history of the company and the people in it. They weave that with a truthful, but inspiring, look at where the company currently is, and they tell inspiring stories about where the company is heading. They tie all three angles together to tell stories. To inspire. To lead. To acknowledge the current state. To provide hope. To give guidance.
You'll need to use storytelling to present from the stage, run tricky meetings, do 5 whys, use your numbers and measures to drive for change, or to hire more people, or to convince people to join you on some mission.
Storytelling is a fabulous skill to have and this book breaks apart the common story types and gives you ideas on how to start stories, introduce characters and lead readers on journeys. It's aimed at fiction writers, but there is plenty in this book for anyone telling stories.
I've been re-reading it this week to refresh my mind for a few upcoming talks. It's a cracking book for storytellers.
It's "The Art and Craft of Storytelling" by Nancy Lamb
Articles of the week
This week's articles are:
"Try again. Fail again. Fail Better" wise words of insight from an author.
I'm a big supporter of ICT4D - but what is it? Good article explaining it here.
Internet inclusion is amazing - but what about those people who don't yet have digital literacy?
Good article on feedback and criticism.
Paul Graham on arguing with idiots - on the Farnham Street Blog.
Timing is crucial when leading change. Good article on it from Forbes.
We're not designed to sit still - 5 ways to sneak movement in to your day.
This week on Cultivated Management
This week on the blog:
How to hire technologists - my new book is Live!
It's your choice to design a good hiring process or not.
Listening is the greatest compliment. Here's some info straight from the communication workshop.
Thank you for reading The Manager.
If you have any questions you want answered hit reply to the email - I respond to all emails.
Until Next Time
Rob..
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