Hi everyone,
Is there anyone who can give me the process of how to update a job description? I'm asking if there is any document that I can send to the managers to request their staff to update their job descriptions so I can file them or make changes where necessary.
Your help is appreciated,
Demarco
From Saudi Arabia, Dhahran
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Is there anyone who can give me the process of how to update a job description? I'm asking if there is any document that I can send to the managers to request their staff to update their job descriptions so I can file them or make changes where necessary.
Your help is appreciated,
Demarco
From Saudi Arabia, Dhahran
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Dear Demarco,
There is no fixed procedure to update a job description. You need to review the job description and make the necessary changes while reviewing. Updating and/or changing a job description is one of the responsibilities of the Human Resources Department.
Regards,
Asif
From Bangladesh
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41There is no fixed procedure to update a job description. You need to review the job description and make the necessary changes while reviewing. Updating and/or changing a job description is one of the responsibilities of the Human Resources Department.
Regards,
Asif
From Bangladesh
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Dear Demarco,
You have raised the question, which means you have identified why job descriptions need to be reviewed. You can keep it time-bound, i.e., at every fixed interval. A few parameters, as you have already identified, will include changing responsibilities, reporting structures, workflow, information flow, deliverables, and measures to them.
There are many documents you will find as your point of reference. Here's one of my favorites; please consider it as you frame the process. [KRA- KPA](https://www.citehr.com/136390-kra-kpi-format-hr-management.html)
Looking forward to hearing from you on how you have arrived at this initiative and more about your work.
Wish you all the best!
From India, Mumbai
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You have raised the question, which means you have identified why job descriptions need to be reviewed. You can keep it time-bound, i.e., at every fixed interval. A few parameters, as you have already identified, will include changing responsibilities, reporting structures, workflow, information flow, deliverables, and measures to them.
There are many documents you will find as your point of reference. Here's one of my favorites; please consider it as you frame the process. [KRA- KPA](https://www.citehr.com/136390-kra-kpi-format-hr-management.html)
Looking forward to hearing from you on how you have arrived at this initiative and more about your work.
Wish you all the best!
From India, Mumbai
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Your query is most relevant since most of the organizations do not review their Job Descriptions (JDs). JDs made 10-15 years back are still in vogue. While the work environment has changed considerably over the years, qualifications and job expectations from people remain the same. It is possible that the job of 3 people can now be done by two, since new tools have already been procured and new technologies introduced to improve quality and speed.
This entire process, called job enrichment, is one of the strategic initiatives to be managed by HR. However, HR may not have full knowledge of each job in the organization. Line Managers, Heads of Departments, and Heads of Functions claim to have no time for such an activity. Moreover, they have more working hands than actually needed to deliver their targets. Why should they review the JDs and risk losing people in the process?
What then is the answer? This is a decision for the management to make. Perhaps the management would like to increase productivity targets without any increase in manpower, and this will be done in consultation with the Heads of Functions and Departments. They may decide that these Functional and Departmental Heads will prepare fresh JDs for their direct reports (i.e., immediate subordinates: Senior Managers and Managers). These must be reviewed and finalized by the CEO. The same process has to be repeated one step below and managed within time frames set by Functional and Departmental Heads. To ensure everyone effectively participates in this JD review process, it must be assigned as a Key Result Area (KRA) at all levels, with Key Performance Indicators (KPIs) including time to define new job responsibilities for each position. HR must track the completion of this activity and provide periodic feedback directly to the CEO who, in turn, must counsel the Heads of Functions and Departments if the process is slowing down or being derailed at any level.
I have known some organizations where the CEOs have driven this process themselves and achieved productivity enhancement by 40-50% without any additional hiring. Some have even created new production units by pooling manpower (including Managers) from existing resources. All this is possible in each organization provided there is a strong will at the highest level. HR has to be a key facilitator and possibly an active coordinator of this exercise.
From India, Delhi
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This entire process, called job enrichment, is one of the strategic initiatives to be managed by HR. However, HR may not have full knowledge of each job in the organization. Line Managers, Heads of Departments, and Heads of Functions claim to have no time for such an activity. Moreover, they have more working hands than actually needed to deliver their targets. Why should they review the JDs and risk losing people in the process?
What then is the answer? This is a decision for the management to make. Perhaps the management would like to increase productivity targets without any increase in manpower, and this will be done in consultation with the Heads of Functions and Departments. They may decide that these Functional and Departmental Heads will prepare fresh JDs for their direct reports (i.e., immediate subordinates: Senior Managers and Managers). These must be reviewed and finalized by the CEO. The same process has to be repeated one step below and managed within time frames set by Functional and Departmental Heads. To ensure everyone effectively participates in this JD review process, it must be assigned as a Key Result Area (KRA) at all levels, with Key Performance Indicators (KPIs) including time to define new job responsibilities for each position. HR must track the completion of this activity and provide periodic feedback directly to the CEO who, in turn, must counsel the Heads of Functions and Departments if the process is slowing down or being derailed at any level.
I have known some organizations where the CEOs have driven this process themselves and achieved productivity enhancement by 40-50% without any additional hiring. Some have even created new production units by pooling manpower (including Managers) from existing resources. All this is possible in each organization provided there is a strong will at the highest level. HR has to be a key facilitator and possibly an active coordinator of this exercise.
From India, Delhi
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Thank you, Mr. B.K. Bhatia. You rightly pointed out the time factor. The review that I was a part of showed the job being delivered had no resemblance to the description on paper. The process in that firm was conducted by a Management Consultancy of repute. It required an investment but showed great results in creating job satisfaction for the employees.
We wait to hear from Demarco.
From India, Mumbai
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We wait to hear from Demarco.
From India, Mumbai
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