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| that are hopelessly outdated.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