APA 2013 Jobs, Jobs, Jobs: Planning and Economic Development (S447)
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Best/Next Practices in Job Description Design & Management
About Don BermanProfessional Services Leader - HRTMS
Since 1989, Don Berman has spearheaded the introduction and adoption HR and talent management applications and technology driven best practices at large and mid-sized companies throughout the U.S. As co-founder and Professional Services Lead, Don has helped guide HRTMS Talent Management solutions toward a new Job Description-centric model that resulted in HRTMS Jobs--the leader in Job Description Management.
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Best/Next Practices in Job Description Design &
Management
presented by Don Berman
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Why Managing Job DescriptionsIs the Single Most Critical Issue for Strategic HR
A clear understanding of the Job is Required to:Recruit the right people
Evaluate employee productivity & performance
Protect your company from
regulatory sanction
Identify and retain top
performers
Identify and manage bottom
performers
Benchmark/Evaluate jobs to
compensate employees fairly
Develop an equitable salary
structure
Protect your future with effective succession plans
Motivate employees with engaging Career
Paths
Identify Employee
Training Gaps
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Are Your Job Descriptions Ignored?
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Why Job Descriptions Lag Behind• People think of them as documents/paper• No one person can complete them
– HR knows how to write them– Comp/Compliance have concerns– Managers/Stakeholders know the
details of the job• People don’t know where to start
– Especially for new Jobs– Lack of content
• No Structured way to go about it– Different formats/focus
• Everything else is more important– Recruiting, Performance Reviews,
Compensation, Market PricingDespite the fact that none of these can be done well without an effective Job Description
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Job DataCentral to HR/Talent Management
• A Robust up-to-date job description repository can ensure that all aspects of your HR and talent management activities are reading from the same hymn book.
• So the top talent you hire, thrive and produce to grow your business while insuring compliance with regulatory bodies.
Job Description
ATS/Recruiting Process
Performance Management
System/Process
Career PathingSuccession
Training
ComplianceFLSA, ADA, FDA, Joint
Commission
Compensation Plans &Salary
Structure
Corporate Culture
Future Plans
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Customers
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About This PresentationAlthough we provide recommendations -- Not an Ivory TowerBased on what our clients are doing
Components they are usingWhat they are using them for Samples/GuidelinesStatistics Screenshots/document snippets for context
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We See Job Descriptions DifferentlyJob Descriptions Cater to the lowest common denominator Consist of blocks of dense, opaque text
Job Repository Leverages conversations with Stakeholders
Collects all the info you needControls who can see what
Provides information to those that need itFolks in other roles, hiring managers, recruiters, Compensation, ODOther systems: ATS, Performance Management, HRMS
Turn blocks of text into Data Points That you can search/query/interface with other systemsChange the way you think about Job Descriptions
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Looking for a cookbook?• Not One Size Fits all
• What’s in your Job Description depends on:
Job Descriptio
n
ATS/Recruiting
Process
Performance Management
System/Process
Career Pathing
SuccessionTraining
ComplianceFLSA, ADA, FDA, Joint
Commission
Compensation Plans &
Salary Structure
Corporate Culture
Future Plans
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The Agenda General GuidelinesLegal ConsiderationJob Description Elements– What/How/WhyCompetencies, Skills, and Essential FunctionsCollaborationContentJob Descriptions and Job PostingFLSA DeterminationReusable Components (Inheritance)Organizing Job DescriptionsSimilar JDs/ConsolidationAccessHistorical Job Descriptions
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General Guidelines - JobIt’s about the Job Everything in your JD must be about the Job Resist using JD to describe an individual or personality
traitsUpbeat personalityExcellent customer services skills
For ADA Include only relevant necessary requirementsIf the item is not absolutely necessary to do the job
Leave it out Include it as a Non-Essential function
Future of the JobLook forward to the what may be needed down the road
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Clear Avoid flowery overwritten and vague verbiage:
“…responsible for communicating any internal issues of importance to any of the constituencies involved in the company’s day-to-day happenstances, in formats including, but not limited to daily updates, weekly publications, annual reports.”
Vague, Confusing, Does not describe what the person will actually do “Handles internal communications regarding company decisions and accomplishments on an as needed basis”
Reasonable/Truthful Avoid Hyperbole “On call 24/7” Don’t Glamorize the JD
General Guidelines - Language
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Use language that points to desired resultsThat indicates how success can be measuredWithout exaggeration uses powerful/influential language “Through the use of direct marketing, candidates must be
able to build and measurably grow sales to a sustainable client base.”
General Guidelines – Language cont.
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Don’t discriminate by:Age “…Youthful energy…”
Race/Religion “Must be able to work on Yom Kippur”
Marital Status “Travel Requires unmarried…”
Gender Specific “Previous experience as a waitress”
Don’t undermine at will employment“This is a permanent Position” Don’t Mention unless Temp“…prides itself on employee retention” Omit. Implies ongoing employment
Don’t make promises you can’t keep“…performance will be rewarded”“…will lead to training opportunities”“…supervises a staff of trained professionals”
Legal Considerations
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Don’t violate Applicants Privacy“…Ability to function without sleep…”“…single able spend full energy on the job”“…must have “blue state” mentality”“…candidate must not have other work commitments”
Don’t create FLSA Classification ProblemsJDs are not required but essential function are usually central in any dispute“…Supervise 2 employees/can hire and fire” “…Will supervise department”“Eligible for overtime pay” Omit.“This is an exempt position” Don’t use these terms or “…Salaried position” Discuss this topic
Legal Considerations cont.
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Protect against FLSA wage and hour lawsuitIn an article, Beware 'Misclassification Creep' in Employee Exemption, Littler Mendelson shareholder and co-chair of the firm’s wage-and-hour practice group, Lee Schreter states, “It’s easy enough for companies to ask their employees to sign off on their job descriptions during their periodic performance reviews, so there is both mutual understanding and, for the employer, well-documented proof that the employee knows where they stand. That kind of evidence, I believe even the courts will be hard-pressed to dismiss.”
Compliance - Job Description AcknowledgementHealthcare (Joint Commission)
All Companies (FLSA)
Bio Tech (CFR Part 11)
Legal Considerations cont.
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Job Description ElementsJob Attributes Job Indicative Information Organization Information
Description/Summary Essential FunctionsQualificationsPhysical Demands/Working ConditionsCompetenciesScope
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Job Attributes• Indicative Information Typical Elements
Job Code Job Title FLSA Classification Grade Date Created/Revised Reviewed by
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Job Attributes• Organizational Information –
Business Unit/Region/Division, etc. Reports To Locations Departments Supervision Exercised/Received Managers/Employees
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Description/SummaryOverview of Job, used as a synopsis, for market pricing and recruiting. Used as a hook to draw in the reader.Sample Guidelines Short statement that states why the job exists Short statement that describes the role and how it supports the
company’s key objectives using specific measures of success Elevator Pitch for the job
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Description/SummaryConcerns for Description/SummaryBlank Page SyndromeWar and Peace SyndromeRemediesFeedback/Revision ProcessText Limits (75 words)Spell CheckLeverage Content
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Definition of terms:Essential Functions, Skills and Competencies
You have competencies (measurable/acquired over time) Knowledge, behavior, characteristics, aptitudes and/or strengths
that are needed to perform and excel. e.g., Problem solving
That allow you to learn Skills (acquired quickly) Something tangible you can know or learn e.g., Event Planning
That you can apply to accomplish Essential Functions Daily tasks that need to be performed. e.g., Manages logistics for major corporate events. These include:
“town hall” meetings and webcasts, investor relations…
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Essential FunctionsAKA Duties, Responsibilities, Accountabilities… Used for: Performance appraisal. ADA – Can an employee with a disability perform these
functions; if not, what accommodation can be made? Recruiting/posting FLSA, Affirmative Action and Joint Commission
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Essential FunctionsSample Guidelines What they do, not how they do it. If it’s less than 5-10%, should
not include unless it is a highly critical function Statements that describe the main areas in which the role holder
must produce results in order to achieve the purpose of the role. They start with a verb and describe the end results rather than duties or activities or broad, vague statements. These responsibilities should be limited to the six or seven most important ones and put in descending order of importance.
Begin each task statement with an action word (verb), which describes a specific kind of behavior. Then describe what, how and why each task is performed.
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Essential Function (More…)
Template for Building Essential Function Statements
Result To Be Achieved“Control Expenses BY”
Action (using Action verb)“Analyzing department budgeting and accounting reports”
Means to measure success“To keep monthly expenses below 10% of Revenue”
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Essential FunctionsInformation captured Description of Essential Function Also
Percent of TimeFrequency LevelWeight
These can affect FLSA Determination
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Essential FunctionsOther options for Essential FunctionsAdditional Responsibilities Used to generalize JDs Used to define responsibilities that may not be used for all
employees in a job e.g. Work Nights/weekends, perform a location/business unit
specific task
Entity Specific FunctionsRequired Responsibilities For All Jobs Mission/Vision
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Qualifications
Used for recruiting, career pathing and complianceSample Guidelines: “We educate our managers that they need to determine
the minimum and preferred education/certification, skills, and experience required for the job so that HR can legally defend why an applicant is or is not hired. ”
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QualificationsMost Common Information captured Education Experience Skills Licenses/Certifications
(Joint Commission)Also Captured
Technology/Software Skills
Languages
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Qualifications
Category Item Details/Other
Required/Preferred
Proficiency Other % Using
Education Level X X ~ 100%
Experience Level X X ~ 100%
Skills Skill X X X ~ 90%
Lic/Cert Lic/Cert X X Timeframe ~80%
Technology Tech Skill X X X ~ 10%
Languages Language X X X ~ 10%
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Physical Demands/Working ConditionsUsed for ADA situations to determine if an employee is capable of performing in the jobIn conjunction with Essential FunctionsUsed to determine what accommodations can be madeMost Common Information captured
Physical Demand/Working Condition Description
Frequency Weight (for weight related items)
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Physical Demands/Working ConditionsProcess for determining physical demands/working conditions ItemsIndustry specific Corporate/Healthcare/Manufacturing
Often culled from disability claims over timeReviewed periodically to evolve over time with changes in job equipment and ADA.
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Physical Demands/Working Conditions
Category % Using
Physical Demands ~ 100%
Working Conditions ~ 100%
Physical Demands with weight requirements ~80%
Coordination/Visual Acuity <10%
Essential Physical Requirements <10%
Bloodborne Pathogens <10%
Cognitive Requirements <10%
Emotional Effort <5%
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CompetenciesMeasurable/score-ableUsed for performance reviewsMost use in conjunction with Essential FunctionsCorporate – BehavioralHealthcare - task related due to regulatory requirementsNumber Limited
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Competencies
Category % Using
Core Competencies ~20%
Departmental Competencies ~50%
Position Specific Competencies ~60%
Leadership Competencies ~40%
Customer Service/others <10%
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ScopeGenerally, help gauge impact of the job on an organizationMore specifically Job Evaluation Grading Compensation Participation in bonus plan Aid in FLSA determination
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ScopeSome examples are:• Freedom to Act• Problem Complexity• Impact• Supervision Exercised/
Received• Financial Responsibility• Budget Responsibility
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ScopeJob Evaluation - Factors used for leveling are dictated by the leveling methodology various IPE(s), Hay or homegrown Excel Point Factor SystemSome examples are: Nature/Area of Impact Creativity Internal/External Contacts Project Management Business Expertise Leadership
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CollaborationCollaboration is the key to effective job descriptions because the knowledge needed is embedded in multiple Stakeholders. Typical participants are: Hiring Manager HR Generalists Compensation
Track changes paradigm
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CollaborationCollaboration must be flexible, allowing stake holders to reach out to other contributors on the fly: Upper-level Managers Department/Entity/Location Leaders Other SME’s
Ad hoc Reviews Provide simplicity/flexibility
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Collaboration Best Practice – Stake Holders
Manager Selects Descriptions HR/HR Business PartnerMark-up Process
Keep it Simple• Allow managers to make requests simply from their perspective• Empower HR Business partners to route for further approval
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Collaboration Best Practice - Oversight
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Step 2 Reviewer(s)Step 3 Reviewer(s)...
HR/Compensation Final Approval
Step 1 Reviewer(s)
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ContentSources of Content Stakeholders Client Job Descriptions HRTMS Content Library Client libraries/data from other systems
Content Applied to Summary Essential Function Competencies Skills Less often,
Qualifications
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Content-SearchSearch Content By Job Description By Job Family/Function By Occupation By Saved List Standard Statements
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Content-Promoting ConsistencyStandard StatementsReusing/Refining Existing Content
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Job Descriptions and Job PostingLow hanging fruit for integrationAutomate or cut and pasteAttended/background integration
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Explore the Web for Job Postings
Explore Postings
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FLSA QuestionnairesDOL QuestionnairesState or other Questionnaires
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InheritanceInherit Data from Parent Job DescriptionsTypically Essential Function, Skills, Certifications, CompetenciesBut could be any Job Description ElementChanges to Parent auto populate to children
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Inheritance - UsesGeneric Jobs
Nurses, Accountants, etc.
Entity Department, Division, Business Unit, Location etc.
Job Classification Job Family/Function Exempt/Non-Exempt, EEO Arbitrary Classification
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Organizing Job Descriptions (View)Filter JDs By Entity/Other attributes
Business Unit, Department, FLSA/EEO Classification, Job with openings, etc.
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Organizing Job Descriptions (Job Families)By Job Family/FunctionCareer PathsRelated Jobs
• Side-By-Side Views Career Matrix Qualifications Comparison Scope Factor Analysis
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Organizing Job Descriptions (Analysis)Best Practice – Matrix Explorer
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Organizing Job Descriptions (Consolidating)Relationship between Job Codes(HRMS) to Job DescriptionsMany (Job Codes) to one Job Description Often Driven by concerns due to Legacy JD Management Facilitated by entity specific Elements
One (Job Code) to One Job Description Best Practice for Repository But Some Clients want a 1:1 ratio of JDs to employees
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Similar Jobs/IdentificationIdentify jobs that are similar enough to be candidates for consolidation
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Similar Jobs/ConsolidationConsolidate Job Descriptions/Create Parent Job Descriptions
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AccessProvide access to: HR/Compensation Managers Employees
HR/CompOnly
ManagersStakeholders
Employees
Employees
ManagersStakeholders
Employees
5%
95%
50%
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Keep a Record of Historical Job DescriptionsDefend Hiring DecisionsProtect yourself against Regulatory Audit
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Wrap up
If you stop thinking of a Job Description as being limited by the restrictions imposed by documents:
• You’ll see that a Job Description Repository can: Drive Performance, Compensation, Recruiting, Succession, and
Training Job Descriptions are the logical centerpiece of your Talent
management Landscape
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What Did We Miss?
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Questions
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How To Contact Us
Ashley [email protected]
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