how job descriptions can be a strategic tool for your tm processes

HOW JOB DESCRIPTIONS CAN BE A HOW JOB DESCRIPTIONS CAN BE A STRATEGIC TOOL FOR YOUR TALENT STRATEGIC TOOL FOR YOUR TALENT

MANAGEMENT PROCESSESMANAGEMENT PROCESSES

Presenter: Gordon Medlock, Sr. Talent Management Consultant, HRIZONS

Moderator: Connie Costigan, Direct of Marketing, Halogen Software

http://www.halogensoftware.com/learn/webinars/best-practices-for-creating-and-maintaining-job-descriptions-gordon-medlock?source=web&c=ADO_SS_JDB

THE POWER OF JOB DESCRIPTIONSTHE POWER OF JOB DESCRIPTIONS

© 2014 HRIZONS, LLC


TOPICSTOPICS1. Job descriptions as the foundation of your

integrated talent management (ITM) infrastructure

2. Current state of job description (JDs) 3. New paradigm for JD management4. Creating dynamic job descriptions that truly

support all your ITM processes5. How to leverage technology to build, manage,

and integrate JD content with ITM processes6. Project management vision and challenges

when upgrading your JD content



JOB DESCRIPTION CONTENTJOB DESCRIPTION CONTENT

Job Description - Job Info - Job Summary - Org Requirements - Working Conditions - Physical DemandsQualifications - Education - Experience - Certifications / LicensuresCompetencies - Organization Values - Behavioral - Job Specific

RECRUITMENT- Job info- Job summary- Qualifications-Competencies* Job Requisitions

ONBOARDING- Job expectations- Org requirements- Org values- Job specific competency proficiencies

OBJECTIVES- Competencies

PERFORMANCE MANAGEMENT- Competencies

DEVELOPMENT- Job summary- Qualifications- Competencies

CAREER PLANNING- Job Info- Job Summary- Working Conditions- Physical Requirements- Qualifications- Competencies

SUCCESSION- Job Info- Job Summary- Qualifications- Competencies

TALENT MANAGEMENTTALENT MANAGEMENTCOMPENSATION- Job Summary * Benchmarking Jobs- Job Description * Job Analysis



CURRENT STATECURRENT STATEMost organizations currently do not link JD content to most of their talent management processes.

• Poor JD quality and/or outdated content• Overwhelmed at the thought of upgrading 200, 500, 1,500, or

3,000 job descriptions• Lack of enabling technology to manage JDs and upgrades of

content• Not viewed as an integral component of ITM strategy



CURRENT STATE CURRENT STATE (CONTINUED)(CONTINUED)

Silo mentality of job description ownership and management:

• Lack of alignment among key stakeholder groups• Usually ‘owned’ by compensation and legal with focus on job

leveling and pricing of jobs • Some coordination with recruitment for job postings• Limited to no interaction with other talent management areas• Poorly defined and controlled processes for creating, editing,

and approving new or revised job descriptions



CURRENT STATE CURRENT STATE (CONTINUED)(CONTINUED)

Focused on compliance and not on strategic talent management:

• Structured to comply with EEO, ADA, FLSA, FMLA, fair hiring and compensation practices, and other industry-specific standards

• Protection of the organization against potential employee law suits



ENSURE RATIONAL COMPENSATION ENSURE RATIONAL COMPENSATION STRUCTURESTRUCTURE



AND EQUITABLE HIRING PRACTICESAND EQUITABLE HIRING PRACTICES



04/10/23

• Written to support the full suite of talent management processes, not only recruitment and compensation

• Managed in an online JD management system

• Easily accessible to employees and line managers for ongoing performance and talent management

• Available to managers and HR professionals to build, revise, approve, and manage JD content

NEW JD PARADIGMNEW JD PARADIGM



USES FOR JOB DESCRIPTIONS IN NEW PARADIGM USES FOR JOB DESCRIPTIONS IN NEW PARADIGM • Recruitment

• Populate external job postings from system-generated JDs

• Communicate job details to candidates• Structure knock-out questions to narrow candidate

pool• Create interview questions based on job description

content

• Onboarding• Communicate job expectations• Enable employee buy-in and acknowledgement of JD• Structure onboarding orientation and training



USE CASES USE CASES (CONTINUED)(CONTINUED)

• Performance Management• Performance reviews reflect job description content

• Career Management• Display of job progressions and requirements for

internal career development

• Learning and Development• Skills and competencies linked to jobs/roles• Required proficiency levels associated with

jobs/roles• Links to learning and training programs to focus

development planning



USE CASES USE CASES (CONTINUED)(CONTINUED)

• Succession Planning• Analysis of potential successors based on job-related

competencies and skills • Gap analysis of competency and skill assessments

related to required proficiency levels for the job/role

• Workforce Planning & Deployment• Position management, including number of required

positions by area and related skill and competency requirements

• Analysis of employee skill and competency proficiency levels and experience in relation to position requirements



NEW PARADIGM REQUIRES ENABLING NEW PARADIGM REQUIRES ENABLING TECHNOLOGYTECHNOLOGY

• Management of large amounts of data related to job description content

• Ability to automate and streamline processes to create, edit, and approve jobs and job descriptions

• Providing easy access for new hires and employees to acknowledge job descriptions

• Integration of job-specific competencies, skills, and other criteria with relevant ITM processes and applications



JD TEMPLATE SECTIONS - BEST PRACTICE JD TEMPLATE SECTIONS - BEST PRACTICE • Job Information

• Job Title; Job Code; Job Family; Level; FLSA Status; Pay Grade; Reports to

• Job Summary• Job focus, purpose, scope of responsibility; used for

compensation, recruitment, onboarding, and career development

• Job Responsibilities or Essential Functions• Recruitment, Performance Management• Option to include key performance indicators (KPIs)

• Competencies• Recruitment, Performance Management, Employee

Development



JD TEMPLATE SECTIONS - BEST PRACTICE JD TEMPLATE SECTIONS - BEST PRACTICE (CONTINUED) (CONTINUED)

• Education / Certifications / Licensure• Experience Required

• Succession planning, recruitment• Skills Required

• May be coordinated with development, learning, & training, deployment, and workforce planning

• Physical Requirements• Working Conditions• General Requirements & Disclaimer Statement


Learn more about job description best practices!

Watch the full webinar to discover how you can more easily and effectively create and manage job descriptions and use them as the foundation for your strategic talent management programs.Watch now!

Visit our website to learn more: www.halogensoftware.com


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