I had a question asked of me recently that had me stop and think, because it probably applies to many managers these days. As business improves and we think either of expanding our business with our current people, or contemplate taking new people on, the aspect of job descriptions is often raised, and I’m aware that few, if any, managers get training on how to set up, update and maintain job descriptions.

The manager who asked the question admitted that it had been over four years since he looked at the job descriptions of his team and he wondered if there was some guidance I could give him. Well, here are some tips:

1) Remember, a job description is a structured and factual statement of a job’s function and objectives. It should define duties and responsibilities, be useful in recruiting staff, identify gaps that can be filled via training or coaching, and provide an overview of the functions and activities carried out by the department.

2) It should include: job title and department, reporting relationships, principle purposes and objectives of the job, main duties, key tasks and key result areas.

3) The description of each task should contain three components: the activity (to design, implement, advise, etc.), the object of the activity (stock levels, existing suppliers, computer information) and its purpose (to reduce stock costs, improve efficiency, increase customers, etc).

4) It should be updated and reviewed at least annually, usually during appraisal, and always when there is a job vacancy to make sure the description meets the new needs of the department, and when there has been a significant change in the way the department does business.

5) If you wish to update job descriptions, make sure you:
* let staff know why they are being updated
* involve the job holder in all discussions
* check other people’s descriptions, so there is integration and no duplication when it’s unnecessary
* keep the description in general terms, allowing the employee to show initiative and creativity whenever possible

With change the only constant in business today, you may find job descriptions get out of date quickly, so review them regularly and make sure they reflect your current practices. Otherwise, they won’t be worth the time and effort in putting them together.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”

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It’s pretty obvious that we need to conduct an interview before we hire a new employee, but what are we supposed to do once an old employee gives notice that he’s ready to move on to a new employer? Should we sit back, wait until his last day, go out for cocktails, and wave goodbye?

Probably not.

If you are a proactive manager you’ll conduct what is known as an exit interview sometime during that employee’s last day or week. There are several reasons for conducting an exit interview.

First of all, your employee may or may not have told the truth when he initially gave you his reasons for leaving. He may have been upset about something going on within the company or department but feared telling you would make his last days miserable. People on their way out the door are usually less fearful and are more likely to give you honest answers.

Second, if you like the employee the exit interview is the perfect opportunity to express your happiness with his job performance. Make sure he knows that if he would like to come back there will be room for him (if there is a job position, of course).

The exit interview goes far in encouraging a positive image of the organisation as well. If you have a positive interview the employee will be less likely to leave on a sour note and will, hopefully, say good things about the company instead of complaining about it to people he meets later on.

During the exit interview you may find that there are issues within your department or the organisation as a whole that need addressing. While it’s preferable that an employee feel safe enough to share these concerns during the course of his employment, it’s nice to find out about these issues before things get worse. Use the information you gather to determine whether or not any sort of corrective action is necessary.

Finally, perhaps during the course of employment you realised that this particular employee may not have been the best fit for your team. Use the exit interview to gather more information about his personality, what he thought of his job, and his work values. This information will make it easier to identify similar personalities in future employment interviews.

Understanding an employees job skills and values is important on the way in the door, but knowing his true feelings on the way out is just as important. Take the time to get to know each and every member of your team and, hopefully, you won’t NEED to conduct too many exit interviews!

Thanks again,

Sean

Sean McPheat
Managing Director
MTD Management Training Course

Click below for a:
FREE email course “Improve Your Management Skills”

So you’re interviewing a potential new employee and you’ve gone down the list of standard resume questions. You know what their strengths and weaknesses are, you’ve reviewed the resume, and you may have even checked out their references. Here’s a question, though:

Did you evaluate their personal values?

This is difficult to do, but there are personal values that every individual has that are going to impact the way he views his work. Here are a few to consider:

Honesty & Integrity

Is the person you are looking to hire an honest person with strong moral values, or will he or she be easily swayed to change his ideals once he becomes part of a group?

Work Ethic & Dedication

Does the person you are interviewing really love his job or is he simply looking for a way to bring home a paycheck? Those who love what they do are more likely to do a wonderful job and are more likely to patiently work through challenges.

Dependability & Responsibility

Will this person be where he says when he says, with the completed project in hand? Will he take responsibility for his own actions or attempt to place the blame on others? His level of personal responsibility will provide huge insight when it comes to predicting his level of ethics in the workplace as well.

Positive Attitude

Does the person you are interviewing possess a high level of energy and a genuinely positive attitude? Even the toughest problems don’t seem quite as bad when faced with motivation, passion, and determination.

Professionalism

Despite his or her high level of energy and positive attitude, does the person you are reviewing act professionally and in a mature manner? It’s possible to have fun in the workplace without being immature and irresponsible. Being able to look at life in a positive light while at the same time acting professionally and harboring excellent client relationships is a huge plus.

Think about the positive personal values you’d like to see in an employee – and take a few minutes to assess whether or not you see those values in your current employees. Often times these values can be shifted by the way a person feels about his job or organisation. Do you need to make changes?

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
Free email course “Improve your Management Skills”