Job Description - A Strategic Tool For HR

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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

2. Onboarding

  • Communicate job expectations
  • Enable employee buy-in and acknowledgement of job description
  • Structure onboarding orientation and training

3. Performance Management

  • Performance reviews reflect job description content

4. Career Management

  • Display job progressions and requirements for internal career development

5. 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

6. 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

7. 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!

2. 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?

3. 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?

4. 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 HR Advisors today.