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HUMAN RESOURCE MANAGEMENT (MGT501)

GRADED DISCUSSION BOARD
Topic: Job Description

A computer parts manufacturing company does not use formal job description; and has no intention of doing so, too. The HR consultant of this organization asked CEO that the employees of the organization may sue regarding it; and it would be very difficult for the organization to defend its employment practices in the Court of Law. The CEO agreed with the HR consultant’s observation but implied that formal job descriptions would reduce the company’s flexibility to deploy its human resources to their full potential in a highly competitive environment.

Discussion Question:

If you are the HR consultant, what further advice would you give to the CEO concerning the use of formal job descriptions?

Important Instructions:

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Being an HR consultant, I would like to advice the CEO that formal job descriptions would lessen the company’s flexibility to outstretch its human resources to their full potential in a highly competitive environment and it will constitute a stable and sound working environment. 

 

ECO will be in a position to take advantage in many ways from formal job description.

 

  • The process of Recruitment
  • Salary range and package
  • Conducting performance evolutions
  • Defending employment decisions
  • Key Responsibilities and Accountabilities
  • essential reference tool in issues of employee/employer dispute
  • expectations for employee
  • measuring job performance
  • description of role for job candidates

 

 

The employees receive a clear, concise understanding of their core job functions with the help of well-written job description. This understanding fosters employees with accomplishing their job thoroughly and communicates what is expected of them by their employer.  Job descriptions also caters to employees paramount information such as their title of job, exemption status, pay range and limit, supervisor, work hours; including overtime and weekend hour requirements, and it furnishes the required and demanded skills and qualifications for the position and lastly, any special physical demands required in the position

 



Read more: PERFECT GDB OF MGT 501 COMOSED TARIQ SARRAF, FAISALABAD,22/11/12 - ... http://vustudents.ning.com/group/mgt501humanresourcemanagement/foru...

Job descriptions are one of the most important pieces of documentation an employer must have. Why? They prevent lawsuits and increase productivity. In addition, they clarify and enhance communication between employer and employee, and they are critical in supporting nearly every employment action, including hiring, compensation, promotion, discipline, and termination. Of the calls we get, 99.9% regarding employment issues wouldn't take place if there had been clear guidelines from the start.

Employers must comply with a growing list of employment laws and regulations. If an employee or government agency challenges an employment decision, the job description is one of the most important documents an employer will be required to provide. Job descriptions help prevent wrongful termination lawsuits and charges of discrimination, help set appropriate salary levels, help you to hire a skilled team, and keep you in compliance with the Americans with Disabilities Act (ADA) and many other state and federal laws.

A good job description functions as a foundation for developing interview questions, carrying out performance evaluations, and setting goals, salary increases, and growth paths. Having the right people in the right positions performing their responsibilities correctly is vital to a practice's success. New hires should be given a copy of their job description during the interview so they know what will be expected of them and if they are capable of performing the required duties, or if training will be necessary. Current employees should be given a copy of their job description as part of a team meeting or during a performance evaluation to ensure everyone is on the same page, and to discuss any modifications.

When you prepare a job description it is important to include the following items:
• Position/Title
• Employee status (exempt/non-exempt)
• Who the employee directly reports to
• Job summary
• Qualifications
• Education and experience
• Certificates, licenses, and registrations that are required
• Physical requirements
• Work environment
• Competencies

It is also extremely important to include the phrase “and other duties as assigned" in the job description. This phrase gives the job description a little flexibility so that the employee can work outside the box.
As a supervisor one of your responsibilities may be to perform employee evaluations. For some, this task is akin to pulling teeth. But, it doesn't have to be. With some planning and proper execution, a supervisor can conduct employee evaluations with objectivity and confidence.

How does one conduct an evaluation with objectivity and confidence? You must have a benchmark, a set of criteria, or in this case a job description in which to measure the employee's performance against. What is a job description? It is defined in writing outlining the responsibilities, requirements, functions, duties, location, environment, conditions, and other aspects of the job. Used as a management tool it clarifies work functions and reporting relationships, as well as helping employees understand their jobs. This is an important point. Employees need to understand their jobs from a technical point of view (what they're doing) as well as a performance point of view (how well are they doing what they're doing).

To have an effective job description several factors must be considered. A job description is usually developed by conducting a job analysis, which includes examining the tasks and sequences of tasks necessary to perform the job. The analysis considers the areas of knowledge and skills needed for the job. A job usually includes several roles. A job description may include relationships with other people in the organization: Supervisory level, managerial requirements, and relationships with other colleagues. A job description need not be limited to explaining the current situation, or work that is currently expected; it may also set out goals for what might be achieved in future.

Developing a job description is not a formidable task. Here are some brief tips on creating one:

* Don't rely solely on a job's history as you're putting together a job description for today. Focus instead on what the job needs to be in light of the organization's current needs and long-term objectives.

* A task is what the person in the job will actually do. Qualifications are the skills, attributes, or credentials a person needs to perform each task. Clarify the actual tasks and responsibilities before you start thinking about what special attributes will be needed by the person who will be fulfilling those responsibilities.

* A well-written job description consists of more than a laundry list of the tasks and responsibilities that the job entails. It reflects a sense of priorities.

* Credentials (such as degrees and licenses) are absolute necessities in some jobs. The thing you want to make sure of, however, is that whatever credentials you establish have a direct bearing on the candidate's ability to become a top performer.

* The job you describe must be truly doable. When you're lumping several tasks into the same job description, make sure that you're not creating a job that very few people could fill.

All of the tips here are important for several reasons. The main reason is that a well written job description helps you, the supervisor, maintain a state of objectivity in your evaluation. It comes down to whether the employee did or did not do their job. From a performance point of view, the job description defines how well they did the job. The employee receives no surprises when given their evaluation because they've been working against a set of daily guidelines on how to do their job.

As a supervisor you should never ask your subordinates to write their own evaluation. This telegraphs to them that you don't care enough about them and their performance to write it yourself. It also puts you and them in an awkward situation if they write a glowing evaluation of themselves and you don't agree with their assessment. Then what do you do? Remember, that everything that is put in writing can become a legal document.

Finally, when conducting the face-to-face portion of the evaluation, do it in a location where you will not be disturbed by the routines of daily activity. This allows you to maintain focus as well as generate a relaxed atmosphere for dialogue. At the completion of the evaluation, determine the next steps in the process for correcting job discrepancies or behavioral issues and a time frame for achieving those goals. Put it in writing and have the employee sign the evaluation along with any comments indicating their receipt of the evaluation and agreement to complete the projected improvement areas (if applicable). Make sure to complete the re-evaluation at the agreed upon date or as soon as practicable. This one action alone, follow-up, tells the employee you care, have expectations of them and that you are confident in their future ability to do the job. Ultimately it leaves no doubt in their mind as to what is expected.

The Importance of Job Descriptions

We’ve been thinking a lot about job descriptions here at HRSentry®, having recently launching a new product called Job Descriptions Made Simple which helps users quickly assemble job descriptions that are ADA-compliant.   Job descriptions aren’t legally required and, as writing them sometimes feels daunting, you may be tempted to avoid having them or to not update the ones you do have.  But I would argue that job descriptions are helpful for myriad reasons and provide important legal protection for your organization.

 
Why have job descriptions?  They serve as a communication tool between the employer and employees so there’s mutual understanding about the expectations and responsibilities of the position.  They provide a useful reference for performance management and as grounds for termination if an employee cannot or will not meet the written duties and expectations of the job.   Job descriptions justify Exempt or Nonexempt categorizations as required by the FLSA and they can protect an organization from employment claims brought under the ADA or Title VII.  The key is to do them well.

Be thoughtful about making sure all the “essential duties” of the position are documented.  The EEOC describes these as the tasks which are fundamental to the position and, if removed, would fundamentally change the job.  You can also think of essential duties as the reason the job exists.  If you are creating a description of a position that isn’t new but already exists, get input from the person doing the job as that person knows the job well and will appreciate being consulted.
 
When culling the essential duties in a job description, focus on what needs doing, not on how it’s done.  Here’s an example:  don’t say, “lift up to 50 lbs. equipment” if what is actually required is that the equipment be moved.  The function to be accomplished is transporting the equipment so that’s what you should say to make sure you don’t exclude individuals who might need a reasonable accommodation such as using a dolly.
You should also pay attention to bona-fide occupational qualifications (BFOQ) to make sure the job description does not violate Title VII or other laws related to protected to class protection, such as those based on race, gender, age, national origin or pregnancy status.  So, for instance, don’t specify that the job occupant needs to male or female unless you can prove that it’s really required to this this job.  For instance, a counselor of a support group for teenage girls discussing sexual issues needs to be a woman if the girls are to feel comfortable opening up.  So being female in this case is a BFOQ.

As mentioned job descriptions are not legally required but, if you have them, they are treated as legal documents and they must be kept for at least two years.  So be thoughtful and careful about creating them and consider using Job Descriptions Made Simple to ensure they work well for you!

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