| At AssessSystems we field many enquires from | | | | • Why have people failed in this position? |
| managers seeking advice on psychometric profiling | | | | • What distinguises excellence from |
| and recommended tests to apply. The first question | | | | average? |
| we ask is, "Can you forward us the job description?" | | | | Developing your job description |
| This gives us a clear picture of what it takes to be | | | | Once you have determined what a person needs |
| successful in the role, what needs to be tested and on | | | | (knowledge, skill and experience) and has (the |
| what basis do we form our recommendations once | | | | matching personality, mental ability, motivation and |
| we have test results. | | | | values) to do the job it then becomes an easy task to |
| You'd be amazed at the number of businesses, small | | | | write up the job description. As you are doing this, |
| and large, that have not done a job analysis and have | | | | keep in mind these three key thoughts: |
| not compiled a job description. Many are also using | | | | • What do you want them to do? |
| documents that are hopelessly outdated. People | | | | • How well do you want them to do it? |
| change, jobs change. | | | | • When/how will they know (feedback) |
| Job descriptions - sometimes referred to as a position | | | | Once again, keep it simple, keep it brief. I suggest you |
| description - come in all shapes and sizes. One tip I like | | | | develop a template for your organisation. From here |
| to stress is to keep them simple and short. I've seen | | | | you can just fill in the blanks for each role as |
| job descriptions that run eight pages! Too much detail | | | | determined by your job analysis. |
| may add to the syndrome of, "That not my job, that | | | | Some thought starters for a job description template. |
| task is not itemised in my job description". | | | | Summary Of Position - Title, purpose, goals and |
| Analysing the job | | | | objectives |
| How can a hiring manager select the right person for | | | | Reporting Relationship |
| the role if they don't know what they are looking for? | | | | Duties and Responsibilities |
| This is like going grocery shopping without a list: | | | | Key Technical Skills, Knowledge and Qualifications |
| • You don't get everything you need | | | | Physical (do they have to lift heavy weights?). Mental |
| • You get things you don't really need | | | | Abilities (must do simple math or carry out complex |
| • You spend more money than you planned | | | | written instructions etc) |
| • Spend more time than you planned | | | | Key Performance Factors (Sometimes refered to as |
| • You have to go back and do it again | | | | competencies) - between 5 and 10 depending on the |
| Before putting pen to paper to craft the recruitment | | | | level of the role. Examples could be, planning and |
| advertisement, do a job analysis. This can be as simple | | | | organising, managing people, written communication, |
| or detailed as the job requires. There are many ways | | | | coaching and developing, negotiating ability etc. Email us |
| to determine a job's performance factors. The | | | | for a copy of our white paper on competency |
| following are some examples that can be used | | | | development. |
| individually, or in combination: | | | | Performance Measures - How will they know how |
| • Interview current jobholders. | | | | they are going? Feedback mechanisims. Email us for a |
| • Consult experts in the particular job field. | | | | copy of our white paper on 360 Feedback. |
| • Observe the current workers. | | | | Working Conditions - Works in cold temperatures, |
| • Start with a master list of performance | | | | exposed to chemicals, works outdoors etc. |
| factors (competencies) and ask all stakeholders to | | | | Challenges - How will this person make a positive |
| rate the importance of each to the position. | | | | contribution to this role, beyond previous job holders |
| • Use the AssessSystems Job Description | | | | I trust this article gives you some good ideas to help |
| Survey | | | | you construct a job description that is not just a |
| Another helpful tip when compiling a job description it | | | | "laundry list" that never gets read or referred to, but |
| to ask yourself: | | | | becomes a working document that is constantly |
| • What does it take to be successful in this | | | | referred to by managers and staff when selecting, |
| position? | | | | developing and or managing employee performance. |