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How to Write A Job Description that Ensures High Performance.

by Dov Gordon

BITE-SIZE:  Think about this: There are four fundamental causes of poor performance. A well-thought-out job description will prevent nearly all of them. This article includes the oft ignored fundamentals.  See below.

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The job description said that the new HR director would “…take full responsibility for all HR activities – building infrastructure, developing work processes and implementing them.”

Additionally, he or she would “Manage and plan ahead the human resource status in the company. As well as be responsible for selection and recruitment of employees and managers – as needed, as well as for end of employment.”

Unfortunately, nowhere does it explain why we should build an infrastructure. (Who cares?!) Nor what will be the outcome of developing work processes.  (So what?)  Why manage and plan ahead the human resource status of the company?  How will the business be different after all this is? 

Without clear answers to these questions, we end up with unclear expectations, a leading cause of poor performance.  (See my white paper “Stop Trying to Motivate… and Do This Instead” for an explanation of the four causes of poor performance.) 

A good job description answers four essential questions: 

1. What outcomes is this person responsible for? (An outcome is a result.  It isn’t a program, a process or an activity.)
2. How will we measure progress towards these outcomes?
3. What are the consequences of meeting, exceeding or falling short of these measures?  (Note: consequences to the employee.)
4. How, when and by whom will feedback be offered to the employee?

Almost every job description I see falls down by question # 1. It talks mostly about what the employee must do (build infrastructure, develop work processes, put in the hours, etc.) rather than the results they must achieve.

As executives, we need to get a better handle on input vs. output; objectives vs. alternatives; means vs. ends.  Building an HR infrastructure is an input; an activity that might create something better and it might make things even worse.

Now consider this objective instead: “Ensure that our company is perceived as a great place to work so that we always have a long line of high quality job applicants.” That is a desired RESULT. It isn’t the means; it is a very clear end.

How would we measure progress towards this outcome?  (Question # 2)  Easy.  We can review and track the number and quality of people applying for jobs at our organization. In addition, we can look at turnover statistics and conduct exit interviews with employees to understand why they are leaving us.

After measures are in place, we can define what levels of success we would consider “meeting expectations,” “exceeding expectations,” or “below expectations” and prescribe appropriate consequences for each.  (Question # 3)

Finally, it is now much easier for the boss to provide meaningful feedback. (Question # 4)  Most managers have a very hard time giving honest, objective feedback and most employees crave it.  An outcome-based job description that lays out clear expectations, measures and consequences helps your employees focus on what really matters so they can get the right things done.

THE CEO THOUGHT-PROVOKER™ ACTION STEPS:

1. Review the job descriptions for five important company positions.  Do they contain clear outcomes or is it mostly inputs, tasks and other fuzzy fluff?

2. Choose some of the fuzzier ones and sit down with the relevant employee and their boss.  Together, work out what observable outcomes the employee is responsible for and why that is important.

3. Complete questions 2 – 4 above.

4. Repeat.

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Do you know about our special coaching program for small company owners?  Would you like to chat and get a sense of how we might help you with your important strategic and organizational decisions? Email or call: dovgordon@gmail.com   +972-2-992-0396

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DOV GORDON helps senior executives make better, wiser decisions and quickly get things done. He is sought after for his perspective and advice on formulating and implementing strategy, developing strong management at all levels and cultivating innovation. Dov can be reached via his websites www.GordonGroupEC.com and www.Israeli-CEO.com or via email at dovgordon@gmail.com.

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Archives of The CEO Thought-Provoker™ are here:  http://www.gordongroupec.com/articles.html

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Dov Gordon helps senior executives at small and mid-sized companies around the world to earn the respect and admiration of their marketplace.  Clients benefit from clarifying their strategies, sharpening their focus, better decision making, improved teamwork and growing into great leaders.

Management and Strategy Consulting.

Executive Coaching.

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Copyright 2008 © by Dov Gordon.  All rights reserved.