CONSULTATION : Job Descriptions Are a Management Essential

By Gaunt, Kevin | New Zealand Management, February 2008 | Go to article overview
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CONSULTATION : Job Descriptions Are a Management Essential


Gaunt, Kevin, New Zealand Management


Byline: Kevin Gaunt

Why do I need a job description? My company insists on laboriously documenting the details of my job in one and then when it is finished it just sits there and I never look at it again. What is the point?

Your view is understandable and I suspect it reflects the thoughts of many people. The preparation of a good job description is not easy and can become more bureaucratic than useful if not done well. However, your job description acts as a foundation for some very important management issues.

It is very important in a world of increasing scarcity of skilled resources that managers are able to effectively attract and engage good employees. One of the essential elements of engagement is that a person needs to know what is expected of them before they can fully commit. The job description defines the core elements and accountabilities of the role and helps the job holder get a good grip on their accountabilities.

The second management foundation delivered by a good job description is that it acts as an underlying roadmap for coaching and developing the job holder for higher performance. This is beneficial for the employee in the form of enhanced engagement through achievement and development and also for the organisation which benefits from the increased performance delivered.

The third management foundation delivered by a good job description is the ability to use it to identify the remuneration for the role that is fair and equitable. A good job description will define the size and scope of the role and enable effective comparison with other roles in the organisation.

A job description is not looked at every day but it is an important reference point for the three key management building blocks described above. It will also help you recognise when your role has changed and enable you to communicate this to your manager in a way that enables them to recognise and agree that it should be updated.

I am a manager in a medium to small business. I have a university degree and have been on a number of management skills courses over the years. Even so, I have often wondered whether it would be worthwhile joining a professional organisation such as the New Zealand Institute of Management. However, I am not sure of the value of doing this. What are the pros and cons?

There are really two types of professional membership organisations. The first is the chartered organisation that governs entry into the profession.

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CONSULTATION : Job Descriptions Are a Management Essential
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