Things to note when writing a job description

Things to note when writing job descriptions

Job descriptions, also known as job descriptions, are formed by integrating the results of job analysis (such as job descriptions, job qualifications, etc.) and have corporate regulations. The official text of the effect includes seven parts: job identification, position summary, job responsibilities, key performance indicators, work contacts, qualifications, and confirmation signature.

Preparing job descriptions is the most basic task in all aspects of human resource management in an enterprise. It is also the basis for establishing the salary system, assessment standards, training content, etc.

Different positions in the enterprise have their own specific status and responsibilities. When making a job description, you need to grasp the work process of the target position and be familiar with the writing standards, otherwise the role of the job description will be affected. During the consulting work, the author found that the problems that companies often encounter when writing job descriptions include the following:

1. Confusing the content of the job summary

The job summary is actually A one-sentence summary of the position's mission and role is required. However, if you simply understand it literally, you are likely to make two types of mistakes: first, confuse it with the position identification, and then omit the description of this part; second, position it as a simple statement of job responsibilities, resulting in the project The blurring of content boundaries with "job responsibilities" projects eventually evolved into a simplified version of job responsibilities.

2. Omission or redundancy of core items

Job responsibilities are one of the core parts of the job description. When describing, if you neglect to combine it with the results of job analysis surveys and interviews, it may affect its thoroughness and completeness. For example, the job responsibilities of the human resources manager must include the management of company systems, plans and other documents. However, if the writer lacks understanding of this responsibility, he may simply describe it as: Organizing and preparing annual department work plans and summaries "," organize and implement the rules, regulations, documents, etc. of human resources management, while some detailed responsibilities such as approval, review, and supervision are ignored.

Qualifications are another core part of the job description. It is the minimum qualifications (or necessary requirements) that candidates should possess when performing their job responsibilities, including academic qualifications, work experience, core knowledge, core abilities, general skills, quality requirements, working environment, etc. Failure to distinguish the connotations of various types of projects may result in duplicate descriptions. For example, in the "Core Competencies" column of the Human Resources Department Manager, there is a requirement for "strong coordination and communication skills". If in the "General Skills" column, the candidate is required to have the ability to establish and maintain good internal and external company Working relationship? Skills. Obviously, the descriptions of these two parts are semantic repetitions that contain causal connections.

3. Indiscriminate priority and unclear importance

Some companies believe that the job description is just a running account of the position. There is no need to pay too much attention when preparing it, as long as you write down everything you can think of. Just fine. As everyone knows, a beautiful job description is like a "label" for the position. It allows people who don't understand it to immediately grasp the overview, and allows people who are familiar with it to immediately understand the key points. If the company describes the job responsibilities, work relationships, qualifications and other items, , without prioritizing and ignoring the key points, the role of the job description will be eliminated.

4. Casual and rough wording

Many items in the job description need to be described in standardized models and terms. If the words are not used carefully and carefully, ambiguity may arise. Or weaken the accuracy of the instructions. For example, if one of the job responsibilities of the human resources manager is described as "responsible for the formulation and implementation of the enterprise's human resources management system, plans, etc.", the following questions will arise: First, the semantics are unclear. ?Responsible? Does it mean doing things personally? Is it organizational arrangements or work supervision? The second is unclear responsibilities.

?The formulation and implementation of enterprise human resources management systems, plans and other documents is a continuous management process, involving organization, management, formulation, approval, review, supervision, implementation and many other work links. It can be roughly explained in one sentence , causing the description of responsibilities to be unclear and obviously inconsistent with the actual work content of the human resources manager.

For another example, the candidate for the manager of the human resources department should be proficient in the introduction, development, and management of modern human resources, and be proficient in national and regional labor regulations and policies. If he holds the position in the job description The qualifications are described as having knowledge of the introduction, development, and management of modern human resources, and knowing national and regional labor regulations and policies. The expression lacks the modification of degree words, which invisibly expands the scope of qualifications for the job holder. , weakening the accuracy of the job description.

5. Clear positions

In fact, if the company can master certain preparation skills, it can overcome the above problems. Since the job description is related to a specific position, it needs to be described in conjunction with the characteristics, nature, requirements, etc. of the position.

The following points should be noted when writing:

1. Clarify the boundaries of each item in the job description

Before writing the job description, each item should be accurately positioned Purpose connotation and boundaries. Job identification is the most basic and unique information about a position, which helps people form an intuitive impression of the position and distinguish it from other positions. The position identification includes four contents: position name, department where the position is located, position code and preparation date. Job responsibilities are a concrete and detailed description of the job summary, and a detailed description of the main functions of a specific position and the main responsibilities covered under the corresponding functions. The job summary is a general statement that grasps the job responsibilities from a macro level, which is different from the job identification and job responsibilities.

Position profiles are generally required to follow the paradigm of "Responsibilities, Scope, Purpose". For example, the job summary of the human resources manager is to organize and manage the selection, employment, training and retention of the company's human resources, and ensure the company's development and management requirements for the quantity and quality of human resources. ?Among them, it is the responsibility of the manager of the human resources department to organize and manage the selection, employment, training and retention of human resources. The scope of the responsibilities is the company. The purpose is to ensure that the company's development and management work have an impact on the quantity and quality of human resources. requirements?.

2. Carefully sort out the results of the job analysis and strive to be comprehensive and without omissions

Whether it is the description of job responsibilities or the regulations on qualifications, they should be exhaustive and mutually exclusive. ?Principle to achieve the purpose of including all work content and avoiding overlap with each other.

In order to ensure the completeness of the job description, the functions of the heads of departments, departments, etc. can in principle be divided into "system, plan, document management", "business management", and "department/department" Four categories: management? and other? Among them, if the business management category involves a lot of content, it can be further subdivided into specific business functions. The functions of general employees can be divided according to their work processes. For example, the functions of the human resources manager are divided into several categories: "system, plan, document management", "organization and position management", "recruitment management", "training management", "department management", "others", etc. The other categories mainly involve business collaboration with parallel departments and the completion of tasks assigned by superior leaders.

In order to avoid the repetition of qualification requirements, the connotation of each project must first be clarified. For example, core knowledge is the key knowledge required to complete the job of this position; core competencies are the key ability requirements of the position for the incumbent; general skills are a kind of practical ability, including computer use skills, writing skills, foreign language use skills, etc. Then define the content or format of writing for each project.

For example, "core knowledge" is the textual content of loaded files and books; the description of "core competencies" is best based on the pattern of "tasks or activities to be completed by the abilities that should be possessed"; if the position requires the applicant to master CAD Technology, the use of EXCEL or writing certain computer language programs, etc., are written into "general technology".

3. Clear priorities and highlight key points

Job responsibilities include functions and specific responsibilities. Function is a summary of various responsibilities based on business processes or work nature and content; specific responsibilities are a description of the execution process of a certain function. In order to reflect orderliness, it is best to describe both in the order of business processes. If there is no necessary process relationship between functions, they can also be determined according to relative importance. The so-called relative importance refers to the order of priority of job responsibilities or the balance of the amount of working time occupied by the incumbent.

In order to further highlight the importance, generally the functional division of each position and the description of each function should not exceed six items, and the principle of "exhaustion and mutual exclusion" should be followed. When writing specific responsibilities, use a verb-object phrase format to increase accuracy. For example, the first specific responsibility of the human resources manager's system, plan, and document management functions is to organize the establishment and improvement of various systems related to human resources management, and organize their implementation after approval.

4. Choose your words carefully, describe accurately and realistically.

When describing job responsibilities, you should pay special attention to the appropriateness of the words you use. It is best to choose more professional vocabulary.

Therefore, the human resources manager is responsible for the formulation and implementation of the enterprise's human resource management systems and plans. This function can be expanded to include the establishment of an organization and the improvement of various systems related to human resource management. Organize the implementation after approval, organize the preparation of the annual human resources management work plan, organize the implementation after approval, review human resource management related documents and supervise the implementation, supervise the implementation of human resource management systems, plans and other documents, etc. There are certain clarifications. Specific job responsibilities.

5. When describing the "core knowledge", "core competencies", "general skills" and other items required for the position, attention should be paid to the use of degree-based vocabulary. For example, core knowledge can be divided into three levels: "very familiar", "familiar", and "understanding". The manager of the human resources department should be proficient in the introduction, development, and management of modern human resources, fully understand the company's development prospects, be familiar with the overall business operation processes and systems of the company and professional companies, and be familiar with the functions, responsibilities, and authorities of each department of the company. ?. For another example, core capabilities can be divided into three levels: "very strong", "relatively strong", and "average". One of the core competencies of the human resources manager is a strong planning and management ability, which allows him to effectively formulate the company's human resources management-related systems and supervise their implementation.

6. When determining key performance indicators, we should also pay attention to the difference between priority and importance.

First, obtain alternative indicators through existing system documents, interviews, external materials, benchmark position information and other channels, and then Selection is based on performance standards expected of job responsibilities. Since this indicator is mainly used for assessment, in order to reflect the word "key", a maximum of 5 indicators are selected for each position and sorted according to relative importance.

When the job holder, the direct superior of the position, and the Human Resources Manager*** all confirm and sign the job description, the description will become the main basis for the employee's work, and the manager's Implement the basis of management.

By writing job descriptions, companies can decompose all functions into relevant positions. As the saying goes, "Everyone has something to do." However, job descriptions are relatively static guidance documents, but other The connotation develops dynamically. The basic information of the job, job mission, job responsibilities and qualifications will be adjusted with changes in corporate strategy, organizational model, market environment and human resources conditions. If the adjustment is not timely, the job description will not be as accurate as the job description. The guiding significance is becoming less and less obvious, and at the same time the value of the job description itself is lost. Therefore, the dynamic maintenance of the job description is very critical. ;