{"id":2797,"date":"2019-05-19T20:06:38","date_gmt":"2019-05-19T20:06:38","guid":{"rendered":"http:\/\/hr4free.web-romandie.ch\/?p=2797"},"modified":"2019-05-19T20:06:38","modified_gmt":"2019-05-19T20:06:38","slug":"how-to-perform-a-job-analysis-sample-job-description-form","status":"publish","type":"post","link":"https:\/\/hr4free.com\/en\/HR-Department-Toolkit\/Job-Analysis-Process-and-Job-Description-Form","title":{"rendered":"How to Perform a Job Analysis – Sample Job Description Form"},"content":{"rendered":"
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The conduct of a job description process within the company allows clarifying both the employer\u2019s and employees\u2019 expectations, by clearly stating the employee\u2019s required skills,\u00a0 experience and responsibilities.<\/strong>\u00a0It is generally based on a\u00a0job analysis<\/em>\u00a0and allows for the introduction of a\u00a0new compensation system<\/em>. It thus implies the conduct of a strategic reflection in collaboration with the company\u2019s Board (definition of company’s\u00a0dictionary of competencies<\/em>, as well as of each position\u2019s location within the company’s organizational chart, of its\u00a0success indicators<\/em>\u00a0and of the dictionaries used in the evaluation process).<\/p>\n

Job description leads to the completion, for each position, of a job description form that presents its key-elements.<\/strong>\u00a0This document may be used, among others, during the\u00a0<\/b>recruitment process<\/em>\u00a0(in order to\u00a0write the job advertisement<\/a><\/strong>,\u00a0integrate new employees<\/a><\/b>, etc.), for\u00a0yearly appraisals<\/em>\u00a0(assessment of the employee’s skills, identification of the gaps and setting-up of improvement \/ development goals) and for the\u00a0development of a pay structure \/ job evaluation process (guidelines)<\/b><\/a>\u00a0 that is based on objective criteria \u2013 i.e. the employee\u2019s\u00a0level of skills<\/em>\u00a0and\u00a0responsibility<\/em>.<\/p>\n

It also contributes to providing a global vision of the company\u2019s structure, thus helping to design the organizational chart.\u00a0<\/strong>The job description process also supports the development of the employees\u2019 competencies.<\/p>\n

Finally, please note that the availability of a complete job documentation (analysis and description) is getting more and more of a critical issue, as the lack of such documents can have dire consequences for the employer in terms of\u00a0legal responsibility<\/em>.<\/p>\n

TOOLS<\/strong><\/h5>\n

A job description ought to be based on the position\u2019s mission statement, as well as on the identification of the job’s skills requirements.<\/strong>\u00a0In the case of a recruitment \/ selection process, the job description allows focusing one\u2019s search on the job’s actual requirements rather than on the replacement of Mr. or Mrs. so-and-so, who displayed specific skills which certainly did prove useful, yet wer not absolutely necessarly for the job.<\/p>\n

PRACTICE<\/strong><\/h5>\n

Here is a\u00a0j<\/strong>ob description form (sample)<\/a><\/b>\u00a0that may be completed as follows:<\/p>\n

1. The job’s identification code and title:\u00a0<\/b>This is official data. Let us precise that the\u00a0“Identification Code”<\/em>\u00a0rubric indicates the job\u2019s location within the company’s\u00a0organizational chart<\/b>. For example, the codes “DFSA1”, “DFSA2”, etc., could be used to refer to employees located in the Department of Finance \u2013 Section Accounting, while “DFSA” would designate the Chief Accountant and “DF” the CFO.<\/p>\n

2. The job’s mission statement:<\/b>\u00a0The mission statement should concisely describe (in max. 3 sentences) the\u00a0<\/b>end goals<\/em>\u00a0of the considered position – i.e. its role within the organization. A third party should be able to understand what its essential components are – in concrete terms. In order to be formulated in terms of finality, a\u00a0<\/b>mission statement\u00a0<\/b><\/em>should contain:<\/p>\n

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  1. An action verb<\/em>\u00a0(e.g. realize, accompany, ensure, organize) that should meet the job holder\u2019s actual duties.<\/li>\n
  2. The position\u2019s duties:<\/em>\u00a0they complete the action verb (e.g. ensure the completion of the set goals) and specify the position\u2019s area(s) of activity.<\/li>\n
  3. The beneficiaries \/ customers:<\/em>\u00a0the actual recipients of the delivered goods \/ services should be identified (e.g. to external customers; to the Board; to the whole personnel)<\/li>\n
  4. The requirements in terms of quality:\u00a0<\/em>the way in which the delivered goods \/ services will be assessed should be determined in concise terms (e.g. in accordance with expectations; in compliance with the rules; within the limits of the budget\u2026).<\/li>\n
  5. The mode of delivery:<\/em>\u00a0(by conducting interviews, by conducting market research, in close collaboration with our customers, etc.)<\/li>\n<\/ol>\n

    3. Success indicators:\u00a0<\/b>These criteria should allow measuring whether the services delivered meet the customers’ expectations. They can also be used in\u00a0employee performance appraisals<\/em>. There is a great diversity of indicators. However, most of them belong to one of the following dimensions:<\/p>\n