The Job Descriptions Form
Name:
Title:
Supervisor's Title:
Branch/Department:
In a brief statement, describe the basic purpose of your job. Why does it exist?What are the most important duties of your job and what percent of your time do you spend on each? Answer what the responsibility is, how it is performed, and why (the desired results of the performance).
Additional Responsibilities: List all "secondary" responsibilities or tasks that you perform.
What are the necessary equipment, instruments, and/or materials you use to perform your job, and how frequently do you use them?
Assignment of Duties:
Who assigns your work? (Names and titles)
When are your assignments made?
How are assignments given. e.g., written, oral, etc.?v Who reviews and approves your work?
Decision-Making:
Describe the specific decisions your are required to make in performing your job. What kinds of decisions must be referred to your supervisor/manager?
Reporting/Record Keeping:
What records or reports are you accountable for?
For whom and what purpose are they kept?
Supervisory Responsibilities:
Do you supervise other employees?
If yes, how many and what are their job titles?
If you were promoted, what type of educational training, job-related experience or other abilities would your replacement need? How much time would be needed for the training or experience (6 months, 1 years, 2 years, etc.)?
How do we use the job description? There are many uses for the job description. The usual primary reason is to establish wage and salary ranges and grades. Before one can use a salary survey, one must know that apples are compared to apples. Salary surveys are always based on descriptions and specifications. Therefore, we use descriptions to gain equity in compensation, i.e., paying what the job is worth. (Paying what the incumbent is "worth" is a matter for another article...on performance evaluation. Job evaluation with job descriptions is meant to judge what is done, not how well.) Because one may reach equity, there is less of a chance for discriminatory pay policies, just one more reason why job descriptions are important.
Also, do not be surprised if the responsibilities listed are different than the perception of the job by a supervisor or manager. Quite often we find employees assuming responsibilities and authority which is not theirs: it's how mini-empires are built.
We actually look for such inconsistencies, and when time permits we do so by have the immediate supervisor answer the same questionnaire for the position, then compare the answers.
Meet Amarendra Bhushan, A leading Strategic Human Resource Consultent, MBA from American university of athens, greece, also editing The European journal of NRI finance magazine TRIBUNE).
As one of the leading article writer, and corporate hotel professional. Advisor to various organizations and hotels. He is an elected member of south Indian hotel and restaurant federation. Now staying at city of Athens Greece.
Amarendra bhushan Dhiraj
Athens, Greece
PH-0030-6947667507
abdhiraj@mail.gr
Article Source: http://EzineArticles.com/
