Job Description – A Strategic Tool For HR

job description

According to the HR Daily Advisor, Job Descriptions are a central element in a number of HR functions:

  1. Recruitment
  •    To communicate job details to candidates
  •    To populate external job postings
  •    To structure “knock-out” questions to narrow down candidate pool
  •    To create interview questions based on job description content
  1. Onboarding
  •    Communicate job expectations
  •    Enable employee buy-in and acknowledgement of job description
  •    Structure onboarding orientation and training
  1. Performance Management
  •    Performance reviews reflect job description content
  1. Career Management
  •    Display job progressions and requirements for internal career development
  1. Learning and Development
  •    Skills and competencies linked to jobs/roles
  •    Required proficiency levels associated with jobs/roles
  •    Links to learning and training programs to focus development planning
  1. Succession Planning
  •    Analysis of potential successors based on job-related competencies and skills
  •    Gap analysis of competency and skill assessments related to proficiency levels for the job/role
  1. Workforce Planning and Development
  •    Position management including number of required positions, by area and related skill and competency requirements
  •    Analyze employee skill and competency proficiency levels and experience in relation to position requirements

MEASUREMENT IS THE KEY TO PAY FOR PERFORMANCE PROGRAMS

Start with mission and values and develop a compensation philosophy. Then you can set an effective pay for performance program! Your compensation philosophy is the basis for everything you do in compensation and it covers the following:

  1. Company Mission and Values. This is the heart of the philosophy – how you position yourself relative to the market
  •    Name a specific marketplace in which you compete for Talent
  •    Identify specific peers with which to compare yourselves
  •    State the percentile for bench-marking. Many companies go for 50% but some pay higher. If a company goes for 110%, they want to be the top payer!
  1. Position on Pay for Performance
  •    Defines the fixed and variable pay – depends on the level of the position. Higher levels and sales typically have a higher percentage of variable pay
  •    If establishing a significant pay for performance approach, be sure to ask: Can we appropriately measure performance in order to match the achievements to rewards?
  1. Applying Philosophy to Pay Programs
  •    Does compensation generally relate to pay positioning?
  •    Have we effectively tied pay to performance?
  •    Do employees understand the plan?
  •    Do they know what is expected of them?
  •    Have we sufficiently trained our managers and staff?
  •    Are the programs consistently applied?
  1. Performance Management
  •    Pay for Performance is not effective without meaningful performance measurement and management
  •    Clearly communicate performance expectations
  •    Clarify that it is the manager’s responsibility to develop employees and not just once a year
  •    Engage their best and brightest
  •    Recognize that employees want to know more about how they are performing

For more complete information on any of the services offered above please contact us at (877) 344-8324.

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