Hi everyone,
Is there anyone can give me the process of how to do job description update? I'm asking if there is any document that i can send to the managers to ask their staff to update their job descriptions so I can file them or make changes where it is necessary.
your help is appreciated,
demarco
From Saudi Arabia, Dhahran
Is there anyone can give me the process of how to do job description update? I'm asking if there is any document that i can send to the managers to ask their staff to update their job descriptions so I can file them or make changes where it is necessary.
your help is appreciated,
demarco
From Saudi Arabia, Dhahran
Dear demarco, there is no FIXED PROCEDURE to update JOB DESCRIPTION. You need to REVIEW the JOB DESCRIPTION and do the necessary CHANGES while reviewing.
UPDATING and/or, CHANGING JOB DESCRIPTION is one of the RESPONSIBILITIES of HUMAN RESOURCES DEPARTMENT.
Regards,
Asif
From Bangladesh
41UPDATING and/or, CHANGING JOB DESCRIPTION is one of the RESPONSIBILITIES of HUMAN RESOURCES DEPARTMENT.
Regards,
Asif
From Bangladesh
Dear Demarco,
You have raised the question, which means you have identified why Job descriptions need to be reviewed. You can keep it time-bound , i.e at every fixed interval. Few parameters , as you have already identified, will include changing responsibilities, reporting structures, workflow and information flow, deliverables and measures to them.
There are many documents you will find as your point of reference. Here's one of my favourite, please consider as you frame the process.
KRA- KPA
Looking forward to hear from you, on how have you arrived at this initiative and more about your work.
Wish you all the best !
From India, Mumbai
You have raised the question, which means you have identified why Job descriptions need to be reviewed. You can keep it time-bound , i.e at every fixed interval. Few parameters , as you have already identified, will include changing responsibilities, reporting structures, workflow and information flow, deliverables and measures to them.
There are many documents you will find as your point of reference. Here's one of my favourite, please consider as you frame the process.
KRA- KPA
Looking forward to hear from you, on how have you arrived at this initiative and more about your work.
Wish you all the best !
From India, Mumbai
Your query is most relevant since most of the organizations do not review their Job Descriptions (JDs). JDs made 10 - 15 years back are still in vogue. While the work environment has changed considerably over the years, qualifications & job expectations from people remain the same. It is possible that the job of 3 people can now be done by two, since new tools have already been procured & new technologies already introduced to improve quality & speed.
This entire process, called job enrichment, is one of the strategic initiatives to be managed by HR. However, HR may not have full knowledge of each job in the organization. But the Line Managers/ Heads of Departments/ Heads of Functions claim to have no time for such an activity. Moreover, they are having more working hands than those actually needed to deliver their targets. Why should they review the JDs & lose people in the process?
What then is the answer? This is a call to be taken by the management. May be the management would like to increase the productivity targets without any increase in manpower & this they will do in consultation with the Heads of Functions/ Departments. Then they may decide that these Functional/ Departmental Heads will prepare fresh JDs for their direct reports (ie, immediate subordinates: Sr Managers/ Managers). These have to be reviewed & frozen by the CEO. The same exercise has to be repeated one step below & managed in time frames laid down by Functional/ Departmental Heads. To make everyone participate effectively in this process of review of JDs, this has to be assigned as a KRA at all levels, with KPI as the 'time' to define 'New Job Responsibilities' for each job position. HR has to track the completion of this activity & give a periodic feed back direct to the CEO who, in turn, has to counsel the Heads of Functions/ Departments if the process is being slowed down/ derailed at some level.
I have known some organizations where the CEOs have driven this process themselves & achieved productivity enhancement by 40 - 50 % without any additional hiring. Some have even created new production units by pooling in manpower (including Managers) from the existing resources. All this is possible, in each organization, provided there is a will at the highest level. HR has to be a key facilitator & possibly an active coordinator of this exercise.
From India, Delhi
This entire process, called job enrichment, is one of the strategic initiatives to be managed by HR. However, HR may not have full knowledge of each job in the organization. But the Line Managers/ Heads of Departments/ Heads of Functions claim to have no time for such an activity. Moreover, they are having more working hands than those actually needed to deliver their targets. Why should they review the JDs & lose people in the process?
What then is the answer? This is a call to be taken by the management. May be the management would like to increase the productivity targets without any increase in manpower & this they will do in consultation with the Heads of Functions/ Departments. Then they may decide that these Functional/ Departmental Heads will prepare fresh JDs for their direct reports (ie, immediate subordinates: Sr Managers/ Managers). These have to be reviewed & frozen by the CEO. The same exercise has to be repeated one step below & managed in time frames laid down by Functional/ Departmental Heads. To make everyone participate effectively in this process of review of JDs, this has to be assigned as a KRA at all levels, with KPI as the 'time' to define 'New Job Responsibilities' for each job position. HR has to track the completion of this activity & give a periodic feed back direct to the CEO who, in turn, has to counsel the Heads of Functions/ Departments if the process is being slowed down/ derailed at some level.
I have known some organizations where the CEOs have driven this process themselves & achieved productivity enhancement by 40 - 50 % without any additional hiring. Some have even created new production units by pooling in manpower (including Managers) from the existing resources. All this is possible, in each organization, provided there is a will at the highest level. HR has to be a key facilitator & possibly an active coordinator of this exercise.
From India, Delhi
Thankyou Mr. B.K. Bhatia. You rightly pointed out the time factor. The review that I was a part of , showed the job being delivered had no resemblance to the description on paper. The process in that firm was conducted by a Management Consultancy, of repute. It required an investment, but showed great result in creating job satisfaction for the employees.
We wait to hear from Demarco
From India, Mumbai
We wait to hear from Demarco
From India, Mumbai
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Job Description - HR & Admin.doc