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It is a statutory requirement that a job description for each position in your organization have. This must include the employee as part of their employment provided. Apart from this statutory requirement, it makes sense to have a good business for all parties a clear, written picture of what is required to succeed within the role to be and the organization as a whole.

As organizational psychologists, we receive many requests from managers seeking advice on psychometric profilingand recommended for exams. The first question we ask, "Can you tell us that our job?" This gives us a clear picture of what it takes to be successful in the role to be, what needs to be tested and on what basis we form our recommendations once we have test results.

They would the number of companies, small and large be surprised that have not done a job analysis and not compiled a job description. Many are also the basis of documents, the hopelesslyobsolete. People change, change jobs.

Job descriptions - sometimes referred to as a description of an item - come in all shapes and sizes. A tip I like to emphasize is that they keep it simple and short. I've seen that job to run eight pages! Too much detail can be in the syndrome of "This is not my task this task is not broken in my job description.

The analysis of jobs

Like an attitude of manager can choose the right person for theRole if they do not know what they are looking for? It's like going shopping without a list:

• You do not get everything you need

• You get what you do not really need

• You spend more money than planned

• Spend more time than planned

• You have to go back and do it again

Prior to the spring to lead the recruitment ad craft, a job analysis. This can be as simple or detailed as the job requires.There are many ways to determine a job's performance factors. Following are some examples that can be used individually or in combination:

• Interview current jobholders.

• Consult experts in the respective field of activity.

• Note the current workers.

• Start with a master list of performance factors (competencies) and ask all involved to the importance of each sentence to the position.

• Use the AssessSystems Job DescriptionSurvey

Another helpful tip is when creating a job description to ask yourself:

• What does it take to succeed in this position be?

• Why do the people not in this position?

• What distinguishes excellence from an average of?

Develop your job

If you have found out what a person (knowledge, skills and experience) must be and has (the right personality, mental abilities, motivation and values) to make it workthen an easy task to write up the job description. As you do, remember these three key ideas:

• What will you do with them?

• How well do you know want them to do it?

• When / how they will know (feedback)

Once again, keep it simple, keep it brief. I suggest you develop a template for your organization. From here you can simply fill in the gaps for each role of your job analysis.

Some food for thoughtA job description template.

Summary of Position - Title, Purpose, aims and purposes

Reporting Relationship

Tasks and responsibilities

Main technical skills, knowledge and skills

Physical (you need to lift heavy weights?). Mental abilities (must run or do simple math complex written instructions, etc.)

Key Performance Factors (sometimes referred to as competencies) - 5 to 10 depending on the height of the roller. Examplescould be, planning and organizing, managing people, written communication, coaching and development, negotiating skills, etc.

Performance Measures - How will they know what they are? Feedback mechanisims.

Working conditions - Working in cold temperatures, exposed to chemicals, outdoor working etc.

Challenges - How will this person make a positive contribution to this role, the recent job holders

I hope this article gives you some good ideas to help youBuilding a job description, not just a "laundry list" to read it or never mentioned, but is a working document that is constantly managers and staff from when the selection, development and / or managing the performance employees.

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