Don is on a rant about job descriptions – the fact that they don’t describe jobs very well and the consequences of not having any tool that DOES define one’s job. It’s a good post, check it out.
May I join you, Don? How can we, as managers and leaders, come close to being able to manage effectively if jobs are not clear, articulated, and aligned? How can jobs be clear, articulated, and aligned if we have no tool or method by which to define them?
Sure job descriptions are theoretically created for this purpose, but we all know this is smoke and mirrors. Job descriptions are about as useful as ice skates in the Everglades.The last time I tried to add any truly useful elements to a job description, it was poo-pooed (spelling?) by HR and changed back to fit the standard nomenclature.
Nomenclature. A word that describes the problem.
So managers are left to fend for themselves and hiring processes begin OFF THE MARK because the focus is the job description.
When was the last time you read a job posting or ad (the online ones that basically reprint the job description) that inspired you? Excited you? Told you something useful?
Let’s face it, if you want to find a rock star, you have to describe and define jobs in different terms. If you want an energized team of individuals, you can’t describe their jobs in terms of percentages and dull lists. You can’t produce extraordinary results using oh-so-ordinary job descriptions.
Does that make any sense at all?
We need a reinvention in this area. I think I will write more about this tomorrow, and would love to hear your thoughts and comments. HR people out there – please participate and help us solve this colossal waste of time and resources (and I invite you to disagree with me). Our managers and leaders DO need a way to define and communicate jobs which is compelling, clear, and measurable.