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