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Position Descriptions vs. Job Descriptions

The terms position descriptions and job descriptions are often used interchangeably, yet there is a difference between the two.  A position description is an accurate depiction of all the work responsibilities of one or more people.  The position may include the execution of one or more jobs.  For an example, an accounting clerk may perform the jobs of both accounts payable and accounts receivable.

It is important to keep this concept in mind with preparing position descriptions.  Focus on the jobs which need to be preformed.  Evaluate the human resources that you have available, matching their knowledge, skills and abilities to what needs to be accomplished.  Take into account the amount of time it takes to execute a job and any potential conflict which would require separation of duties.  The end product will be the right resources, with accurate position descriptions,  responsible for completing all the required work.

In a previous post, I cautioned that one of the faux pas of writing position descriptions is not to prepare one tailored to fit the current occupant. Remember that the position is built starting with the job and matching it to the individual rather than the other way around.

Using this method to build positions by combining jobs will provide for greater flexibility when restructuring occurs as a result of changes in incumbents, process or product lines.  Jobs can be added or deleted from positions as these changes occur.

For more information on Position Descriptions and other Human Resource issues, contact Eric Branson, SPHR at:  Eric Branson and Associates, P.O. Box 1841, Dubuque, Iowa 52004. Tel. 563-581-2255. e-mail:  eric@ericbranson.com

If You Can’t Help ‘em, Don’t Hurt ‘em

There comes a time when all the coaching, instruction and remedial work in the progressive improvement process is no longer effective.  The employee still isn’t performing to standard and you reach the decision that its necessary for them to go.  Now comes the hard part, having the unpleasant conversation.

As with many things, proper preparation and practice will make the task more comfortable, beginning with an evaluation of the coaching process in the progressive improvement plan for the employee.  Have you clearly set expectations, defining what needs to be accomplished and what acceptable outcomes are?  Has the employee been instructed on how to do the job and been given an appropriate amount of time to learn?  Be honest and fair. If you can answer yes to these questions, your job just became easier. 

In preparing for the difficult conversation reflect upon the progressive improvement plan, singling out specific examples when expectations fell short of expectations.  Outline the steps that were taken and how in spite of all the training, coaching and application the work is still substandard.  This should not come as a surprise to your employee.

Here is a suggested way to frame the conversation: 

• Re-establish the expected outcomes
• Outline the steps taken to help achieve the outcomes
• Give specific examples where the performance has failed to meet the expectations
• Impose the consequence

It is important here to focus on the behaviors and processes and not to attack a person.  Personal attacks are damaging to one’s self-esteem. It is not the job of a supervisor, manager or HR to damage people, it is unprofessional and not productive.   If you can’t help the employee, don’t hurt them.

For more information on Position Descriptions and other Human Resource issues, contact Eric Branson, SPHR at:  Eric Branson and Associates, P.O. Box 1841, Dubuque, Iowa 52004-1841. Tel. 563-581-2255. e-mail:  eric@ericbranson.com

Position Description Faux Pas

You can probably tell from this post and the previous one, that I am a firm believer in accurate and up-to-date position descriptions.  These documents are one of the essential Human Resource tools for managers and employees as well. 

Here I will share some of the common position description faux pas I have seen.  By being aware of the potential blunders you are more likely to avoid them within your organization.  These may not be all and I invite you to comment with any others that you have seen.

Inflation occurs when the written position description describes the duties and responsibilities to be more than what in reality happens or is expected.  This inaccuracy usually occurs for one of two reasons; to have the position classified at a higher salary grade or to have it be made exempt, both of which create risks.

Artificially inflating a position to have it classified higher in the pay structure creates internal equity issues that can have an impact on morale and productivity.  Employees who are properly classified may feel slighted; have a negative attitude that results in lower productivity.  Managers may feel resentful of their peers who manipulate the system and by doing so are put in a negative position with their direct reports. 

Falsely overstating the responsibilities of a position to make it exempt has a financial risk for failure to compensate employees for overtime.  Should the Department of Labor conduct an audit they may conduct interviews, to determine what duties are actually performed by the employee.  The employer may be responsible for up to three years of back overtime.   Additionally, time is spent responding to and researching the answers to the questions posed during the audit. 

Related to the inflation of job duties and responsibilities is, looking for a super hero when a mere mortal will do.  That is, overstating the qualifications that the incumbent must possess.  Years of experience required to perform the functions of the position is the most common.  Often managers enter into this trap when an experienced person is leaves and they are faced with replacing the knowledge which was gained over time.   They need to ask and realistically determine, how much time does it take to learn how to perform the essential functions of the job?

Inflating education requirements is common, such as requiring a bachelor’s degree when all that is needed is some related course of study post high school.  Substituting experience for education may be appropriate for some positions.   A good rule of thumb is two years experience for every year of education beyond high school, such as four years of experience or an associate’s degree. 

Being too detailed on necessary experience occurs when for example would be requiring experience in Microsoft Word, PowerPoint, Excel when in reality all that is needed is someone who is computer literate and has experience in Windows based applications.  This is particularly common with role specific software or processes.  High level positions may warrant the experience, however mid to lower level positions may rely upon-on-the job experience. 

Writing the position description to fit the current occupant or the incumbent rather than focusing on the job is another common misstep.  When writing position descriptions, one needs to focus on the essential functions of the job and what are the expected outcomes.  Each person is unique and therefore everyone brings a different set of skill to work.   This is a wonder of diversity that helps to make work interesting and to that makes a group function as a team.   But the position description describes the job, not the person.

The last faux pas that I want to mention is focusing on the process instead of the outcome.  Position descriptions need to be focused on what is produced rather than how it is produced.  Descriptions that detail the how, limit change and improvement.  Continual process improvement creates change on the now but not necessarily the outcome.  Technology creates changes in processes but not necessarily outcomes.   

As an example;  a receptionist in the past may have greeted walk in customers, answered the telephone and wrote down messages.  Where now they no longer take messages, but transfer callers to voice mail, answer few phone calls but may respond to email inquiries or monitor the company’s Facebook page.   With all this change the outcome is still the same, to serve the customer by connecting them with the proper resource that provides a solution to their needs.

Developing documents that accurately reflect the duties and outcomes of a position is not a quick or an easy task, but the benefits derived from properly prepared and well thought out position descriptions are countless.   Engage multiple parties in the preparation process, the manager, supervisor and the incumbent.  Enlist the services of an independent (someone not directly involved with the position) party to review the description for clarity and understanding.

As I stated earlier in this article, position descriptions are one of the essential Human Resource tools and they are an integral part of so many processes.  It is well worth the time to hone your position descriptions into tools that work for your organization.

For more information on Position Descriptions and other Human Resource issues, contact Eric Branson, SPHR at:  Eric Branson and Associates, P.O. Box 1841, Dubuque, Iowa 52004. Tel. 563-581-2255. e-mail:  eric@ericbranson.com

 

 

Keeping Your Position Descriptions Up-to-date

Position descriptions are one of those things that many organizations have issues with.  Often they are prepared when a new job is created, then they go into a folder or binder and never looked at again.  If this is the case for your organization, then preparing them in the first place was a waste of time and money.

Position descriptions are one of the most useful tools in Human Resources.  They are as resource and a reference for workforce planning, staffing, coaching, goal setting and evaluation.  With all their uses it is paramount that they are reviewed on a regular basis and up-dated when necessary. 

It is my advice to my clients that they conduct a review of all of their position descriptions annually. I have found that the best time to conduct this review is during the annual performance appraisal process.   

What I have found works the best is that the manager and their report view and discuss the position description to make sure that it is complete, accurate and up-to-date.  This not only accomplishes the review process but reinforces the essential functions of the job and why the job exists. This discussion needs to be candid, non-threatening and focused the employee and their improvement. 

The other time to do a complete review and up-date of a position description is when a vacancy occurs.  This helps to define why the position exists, what qualifications the incumbent must have to successful perform the duties of the job and helps the hiring manager frame interview questions.

For more information on Position Descriptions and other Human Resource issues, contact Eric Branson, SPHR at:  Eric Branson and Associates, P.O. Box 1841, Dubuque, Iowa 52004. Tel. 563-581-2255. e-mail:  eric@ericbranson.com

Disaster Planning

Many of my clients and I are located in Iowa and these past weeks Mother Nature has challenged us with tornados, heavy rains, high winds and flooding.  These natural disasters posed challenges for business and individuals alike.  Businesses were shut down, inaccessible or simply destroyed.  Many of their employees were dealing with their own personal disasters and were unable to come into work if it was available.

 

It is too late to begin disaster planning after the storm has started.  All you can do then is to hope you are good at flying by the seat of your pants and trust that your decisions are good. 

 

If you have recently experienced a disaster now would be a good time to gather a group together to debrief the happenings of the past few days.  Ask questions about your reactions to the event.  Determine what went right and what could be improved.  Brainstorm ideas about what could be done to make the whole situation easier should it happen again.  Use this information to begin to prepare a comprehensive disaster plan. 

 

Part of your disaster plan should be related to your Human Resources.  What is the minimum amount of people you need to operate your core functions?  What skills are needed by those employees to perform those operations, and who has those skills?  Is training needed?  Will employees be paid during time they are unable to come to work or the business is shut down?  Will their absence reflect on their personal attendance record?

 

The preparation of a comprehensive disaster plan requires thought but does not have to be tom consuming.  Many resources are available to assist businesses with the preparation of disaster plans.  For more information or assistance in preparing a disaster plan contact Eric Branson and Associates.

Why do Supervisors Hate Performance Reviews?

Why is it that many supervisors and their direct reports don’t like performance review time and will do anything possible to avoid them?  The reason for many is the vicious circle of avoidance-dislike-avoidance-dislike.  However, just like bowling or golf one gets better with practice and the better you get the more enjoyable it becomes.

It is rare for someone to bowl a 300 game their first time rolling a ball. It is more likely that there will be a few gutter balls, plenty of left pins, a missed spare or two.  But after a few games and pointers from your fellow bowlers, you roll a strike and soon you find you have more open frames than not.  It becomes more enjoyable and you agree to do it again.  While there still may be some apprehension the next time you’re asked to go bowling, you’ll still do it. 

Good golfers don’t just play once a year, they get out on the links as soon as the snow melts off the greens.  And before that in the off season, they practice their swing at an indoor golf range or do 18 holes on the Wii.  Then come spring they are at the driving range loosening up their muscles and washing the golf cart.  These golfers can tell you the day of the month their copy of Golf Digest arrives in the mail.  In short they live for golf.

Both bowlers and golfers, once they become more proficient, experience the enjoyment of the game and it no longer becomes an occasional thing.  They join a league or set a regular tee time with their foursome and it becomes part of their weekly routine.  They do this because they enjoy the game, but more importantly they enjoy who they are with.

All of this is the same for performance appraisals.  Supervisors should not expect to deliver a perfect review their first time out, it takes practice.  They should seek advice from someone who is experienced in performance reviews such as a more experienced supervisor or human resources.  Rehearse what you will say with someone else and ask them to critique your presentation.

These reviews will become easier and more enjoyable the more you do them.  Appraisals should not be a once a year thing, it is an activity that should be performed as frequently as you can.  I’m not suggesting that a supervisor sits down with their report and conducts formal reviews quarterly. What I am suggesting is providing more feedback on a regular basis.  This is like going to the driving range or spending time on the putting green where you concentrate on one or two things. You don’t play the whole round.

Soon you will enjoy these appraisals and more importantly the people you are with. Then when the formal review happens you know how it’s going to be played out, and there will be no surprises. 

Snow Days

This past week in

Iowa

we were hit by a series of snow storms that left over twenty inches of the white stuff on the ground, roadways and parking lots.  This in combination with the rain, ice and sleet that preceded the snow put a stop to most activities in our area. The conditions were so poor that the Iowa State Patrol shut down over 100 miles of interstate highway and many were left with out electricity for days.

This creates a dilemma for many businesses in how to handle those employees who missed worked due to the weather, poor driving conditions and lack of power. 

Some employers, who were open for business, take the position that employees knew where the job was when they applied.  The employer doesn’t tell them where to live, they just expect them to come to work.  Employees that choose not to come to work should be disciplined according to policy and/or required to take paid-time-off (PTO).

Other employers who closed are wondering if they need or should pay their employees since it was beyond their control that they were unable to work or should they require employees to take PTO to be paid.

It is my position, that what you reward you get more of.  The focus should not be on those that didn’t make it to work, but focus and reward those that did.   Instead of disciplining those that didn’t come in to work, do something special for those that did.  Something as simple as buying pizza for lunch on inclement weather days to awarding additional PTO.  Show that you care and appreciate those that came to work, while still caring for the safety of those that didn’t. Do not require employees to take PTO, but make it opitional.  It is an opportunity to be a hero to both groups.

Update

“It is far better to be trusted and respected than it is to be liked.”

One of the things I do is teach a Human Relations class as an adjunct instructor for the North Iowa Area Community College in Mason City.  This past week we were discussing the topic of team work with much of our conversation centered on trust.  Trust is the foundation of teamwork.

The above quote makes us think about what it means to be trusted.  Being trusted is not necessarily being liked.  It means doing what you committed to do.  Doing the right thing because it is the right thing to do, even when it may be the unpopular thing to do.

All too often we go out of our way to be likable.  We do things because we want to be liked by others and have some popularity.   Maybe it would be better to put forth the same effort into being trusted so that we gain the respect of people.  Popularity fades unless constantly fed, where as respect is more deeply rooted. 

Many teams fail to achieve their fullest because the members expend too much time and energy trying to be liked and not developing trust of their teammates. 

This week as we go about our business, we need to ask ourselves:  “How is what I am doing or about to do going strengthen the trust others have placed in me?” 

Welcome to my Blog!

First let me introduce myself, I am Eric Branson owner of Eric Branson and Associates a Human Resources consulting and outsourcing company based in Mason City, Iowa.  The focus of my business is to assist small and medium sized organizations with their Human Resource needs providing services as either project based or through on-going support. 

I founded Eric Branson and Associates in 2003 following a 14 year career in corporate Human Resources.  During that time, I became aware of the need that small businesses had for professional HR services.  Many small businesses are very good in what they do, whether producing widgets or providing goods/services, but they lack in knowledge and organization of their Human Resource function.

A number of small businesses are sole proprietors or family owned and there is reluctance by the owners to have anyone within the business to have knowledge of confidential HR maters.  By outsourcing the HR function, the confidentiality can be maintained. 

Another facet of my business has been to provide training to business on human resource matters.  I have conducted training in dealing with difficult customers, succession planning, teamwork and performance appraisals.

Please visit my website:  www.ericbranson.com to learn more about Eric Branson and Associates and visit this blog often to view my posts on human resource topics.