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qualified candidates, orient & train employees, establish job performance standards, develop compensation programs, conduct performance reviews, set goals and meet legal requirements. Job description management, as well as other facets of talent management, has been improved by the expansion of information technology. Today, there are variety of internet-based human resource solutions available to human resource departments. One such example is the cloud-based
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exaggerated to either include or exclude certain candidates. This is done by emphasizing or de-emphasizing specific skills, stipulating a vehicle requirement for a desk job, imposing language requirements, requesting parallel and uncommon certifications, specifying experience levels, or specifying educational backgrounds that may not directly relate to the job's core functions, and so on.
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Job descriptions are then used to develop effective EEO/ADA, HR planning, recruiting, and selection initiatives; to maintain clear continuity between compensation planning, training efforts, and performance management; and to identify job factors that may contribute to workplace safety and health and
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needed to perform the job. Job analysis generally involves the following steps: collecting and recording job information; checking the job information for accuracy; writing job descriptions based on the information; using the information to determine what skills, abilities, and knowledge are required
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Well organized and up-to-date job descriptions assist in legal and regulatory compliance. In the United States, for example, the 1978 Uniform
Guidelines on Employee Selection Procedure was developed in order to standardize the employee selection process and makes it clear that HR requirements must
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is the creation and maintenance of job descriptions within an organization. A job description is a document listing the tasks, duties, and responsibilities of a specific job. Having up-to-date, accurate and professionally written job descriptions is critical to an organization's ability to attract
354:(Joint Commission on Accreditation of Healthcare Organizations) accredits and certifies thousands of healthcare organizations around the United States. To meet Joint Commission guidelines, healthcare organizations must maintain up-to-date, accurate, complete and properly written job descriptions.
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This even involves the manipulation of Bona Fide
Occupational Qualifications (BFOQs). BFOQs are legitimate job requirements that are considered essential for the effective performance of a particular role. However, in cases of job description manipulation, these qualifications may be adjusted or
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Once the job analysis is complete, the job description including the job specification can be developed. A job description describes the activities to be performed and a job specification lists the knowledge, skills and abilities required to perform the job. A job description contains several
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of inclusivity. Job description manipulation serves as an exclusionary function within the recruitment processes for dissuading racialized applicants from applying or depriving them of meaningful participation in career advancement opportunities. It violates anti-discrimination laws and equal
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practice that is referred to the deliberate modification of job descriptions with the intent of favoring specific candidates or groups of candidates, often to meet certain hiring preferences or objectives. This manipulation can involve altering the stated qualifications, responsibilities, or
347:(FLSA) requires HR managers to determine if a job is to be classified as exempt or non-exempt, which is to determine whether an employee would be eligible for overtime pay or if they would be considered salaried and exempt from overtime regulations.
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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 the future, such as possible promotions routes and conditions.
294:, an integral part of HR management, is the gathering, analysis and documentation of the important facets of a job including what the employee does, the context of the job, and the requirements of the job.
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employment opportunity regulations. This racial bias in hiring practices thrives in countries and settings where there are no independent audits and reviews mandated for organization's hiring practices.
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The above regulations require businesses to keep clear records of their job descriptions. Having a well-organized automated system helps eliminate some of the panic associated with a compliance audit.
179:". The person/job specification can be presented as a stand-alone document, but in practice it is usually included within the job description. A job description is often used by employers in the
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A job description may include relationships with other people in the organization: Supervisory level, managerial requirements, and relationships with other colleagues.
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Job descriptions may not be suitable for some senior managers as they should have the freedom to take the initiative and find fruitful new directions;
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sections including an identification section, a general summary, essential functions and duties, job specifications, and disclaimers and approvals.
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or skills needed by the person in the job, information about the equipment, tools and work aids used, working conditions, physical demands, and a
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that allow businesses to easily store HR information, collaborate with other departments, and access files from any device with
Internet access.
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Healthcare organizations not only have to comply with labor laws but also have to comply with healthcare laws and accreditation agencies.
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Job descriptions may be too inflexible in a rapidly changing organization, for instance in an area subject to rapid technological change;
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343:(ADA) requires organizations to identify essential job functions and document the steps taken to identify job responsibilities while
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range. Job descriptions are usually narrative, but some may comprise a simple list of competencies; for instance,
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To allow the prospective employee to determine their role or standing within the structure of the organisation
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requirements of a job posting in a way that may not necessarily align with the actual needs of the position.
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Ultimately, it is driven by various factors, including organizational biases, personal preferences, and for
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of a position. It may specify the functionary to whom the position reports, specifications such as the
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to perform the job; updating the information from time to time. A job usually includes several
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or JD is a written narrative that describes the general tasks, or other related duties, and
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https://web.archive.org/web/20080913163053/http://www.dol.gov/compliance/laws/comp-flsa.htm
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To provide enough detail to help the candidate assess if they are suitable for the position
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for an organization, from which job descriptions are built as a shortlist of competencies.
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A job description is essential to ensure clarity of why the role exists. It can be used:
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Prior to the development of the job description, a job analysis must be conducted.
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The process that an organization uses to create job descriptions may not be optimal.
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Prescriptive job descriptions may be seen as a hindrance in certain circumstances:
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To provide the employee with the expectations that are required of them in the role
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Document that defines a person's duties and responsibilities within an organisation
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According to
Torrington, a job description is usually developed by conducting a
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Other changes in job content may lead to the job description being out of date;
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Resource Management; Fisher, Schoenfeldt & Shaw; Boston, MA, 1996
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171:. According to Hall, the job description might be broadened to form a
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United States
Department of Labor, n.d. Web. 13 Dec. 2011. <
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To assist in forming a legally binding contract of employment
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To aid in the evaluation of the employee's job performance
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To help set goals and target for the employee upon joining
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http://www.college.ucla.edu/personnel/jobdesc/intro.asp
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To help formulate questions for the interview process
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International
Standard Classification of Occupations
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243:To help formulate training and development plans
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339:be linked with job-related factors. The
111:Learn how and when to remove this message
517:Mathis, Robert L., and John H. Jackson.
460:"The Job Description and Hiring Process"
341:Americans with Disabilities Act of 1990
143:methodologies may be used to develop a
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487:Colella, Adrienne; King, Eden (2018).
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527:. UCLA, n.d. Web. 13 Dec. 2011. <
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402:Personnel Management: A New Approach
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525:Guide To Writing Job Descriptions
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368:Strategic human resource planning
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400:Torrington & Hall (1987).
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280:talent management systems
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209:Benefits and limitations
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313:is a widely practiced
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840:Aspects of occupations
759:Exploitation of labour
850:Aspects of workplaces
352:The Joint Commission
175:or may be known as "
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45:improve this article
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794:Organization
784:Labor rights
744:Bullshit job
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601:Bullshit job
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774:Job sharing
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633:Enlargement
616:Description
575:Aspects of
248:Limitations
181:recruitment
855:Employment
754:Employment
638:Enrichment
621:management
387:References
101:March 2009
71:newspapers
828:Templates
658:Interview
315:bad faith
183:process.
164:abilities
156:knowledge
870:Category
737:See also
728:Wrapping
708:Security
698:Rotation
611:Dead-end
596:Attitude
591:Analysis
362:See also
334:Legality
214:Benefits
764:Factory
718:Sharing
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435:28 June
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437:2017
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162:and
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