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Strategic Job Descriptions: Keys to an Integrated Talent Management Infrastructure

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Strategic Job Descriptions: Keys to an Integrated Talent Management Infrastructure Strategic Job Descriptions: Keys to an Integrated Talent Management Infrastructure TM Introduction Most organizations operate in an antiquated, siloed, compliance-focused framework when working with job descriptions. This approach puts its primary focus on human resources compliance (EEOC, ADA, etc.), industry compliance (E.g. Joint Commission for Healthcare) and fundamental and basic human resources operational needs –compensation (job analysis, benchmarking), recruitment and selection (job postings), and in some cases setting job expectations for newly onboarded employees. Recruiters and line managers define the hiring evaluating employee performance, deployment, criteria, HR market prices benchmark jobs, and development, succession and workforce planning, hiring managers select their new hires usually the question naturally arises: why are job descriptions based on loosely defined criteria outlined in the not being used as management tools for the wide job posting, which more often than not, doesn’t variety of ITM functions? There are several factors, really match the job description, if there is even relating to how performance management has an up-to-date copy on file! And if there is a job been viewed, the limitations of ITM technology description on file, it’s usually in a document format, platforms, and the relative maturity levels of in a shared drive folder, and will likely never be used organizations in the evolution of their ITM strategies. again until Compensation decides to redesign the compensation structure. To put it simply, Industry Trends in Job Description compliance-focused job descriptions become Management irrelevant as a talent management tool; they are not designed to support employee engagement Performance Management & Job or to orient employees to standards for exceptional Descriptions performance. Many organizations have chosen to not use Organizations with an integrated talent management job descriptions as the basis for performance (ITM) vision are seeing beyond this limited, siloed, management solutions. They have chosen to document approach to job descriptions with the manage individual or team performance by focusing advent of fully integrated talent management either on goal achievement or the demonstration platforms that allow organizations to scale and of competencies associated with organization-wide sustain truly integrated talent management values.i The goals-focus ideally establishes alignment processes. They realize that job descriptions serve of individual performance with the organization’s a much more strategic function as tools to set strategic goals, and the competency-focus ensures hiring threshold requirements, job performance that behaviors are encouraged that support the expectations, and provide the infrastructure for organizational culture, mission, and values. The workforce planning, succession planning, leadership exception to this seems to be the healthcare and career development. To realize this ITM vision industry where job descriptions often serve as the requires a paradigm shift within organizations of how basis for performance evaluations for clinical roles – job descriptions are written, how they are managed, though the driver for that is often Joint Commission and how they interface with these key talent compliance rather than an ITM strategy. management functions and related technology platforms. Understanding this emerging trend beyond This goals-and-competencies approach to a compliance-focused framework, to an ITM-focused performance management is effective to an job description management framework is the extent but it leaves out an important component: central topic of this white paper. setting expectations regarding the job-specific performance outcomes that are tied to core Given the obvious relevance of job-specific business processes. If well written, these outcomes performance criteria for managing and are defined within the job responsibilities in the (888) HRIZONS (474-9667) | www.HRIZONS.com job description. And when the job descriptions the frequent disconnect between the annual are well designed, they reflect the organization’s performance evaluation process and the ongoing talent requirements as they relate to the key work performance coaching focused on improving daily processes that are essential to the organization’s job performance and results. competitive success and how it differentiates One way to ensure a closer connection itself in the marketplace. In other words, well between day-to-day performance coaching designed job descriptions are important pieces and performance evaluation is to ensure that of the organization’s intellectual property. To the discussion focuses on job-specific expected ignore this important component of performance outcomes and the competencies required to management is to leave out what is arguably the achieve those outcomes. When job responsibilities heart of the strategy behind job design –defining are written to focus on performance outcomes the talent requirements to support optimal process rather than just listing tasks, the job description execution and organizational performance. becomes a dynamic tool to support effective Recent studies of trends in performance performance coaching and evaluation. And with management have either ignored the role of evolving technology making it easier to manage job job descriptionsii or dismissed them as not well description content, the possibility of a dynamic JDM designed to support performance management. solution becomes an emerging possibility for more Edward Lawler, founder and director of the Center effective performance management. for Effective Organizations (CEO), points out the shortcomings of traditional job descriptions in Healthcare as a Leader in his article, A Strategic Suggestion for Effective Leveraging Job Descriptions for ITM Organizations: Get Rid of Job Descriptions. He points The healthcare industry is a leader in recognizing out that traditional job descriptions are often not up- the importance of JDM for effective performance to-date, too static, costly to maintain, and often used and talent management. Hospitals and other care by employees as excuses for failing to do work that facilities are required by the Joint Commission, is not outlined in the job description. This is especially an industry driven regulatory agency, to ensure true in union environments. He recommends a focus that performance evaluations reflect the on effective goal setting as key to performance actual job responsibilities as specified in the job management, rather than looking to more effective descriptioniv. This requirement is to ensure that Job Description Management (JDM) solutions to employees understand both the competency and address the concerns he identifies. performance expectations of their jobs, as patients’ In a separate CEO studyiii, more than 58% of lives depend on consistent quality and excellence in HR executives graded their own performance job performance. management systems as C or below. Most of Job descriptions are being re-written in healthcare those performance management practices were with the help of subject-matter-experts and annual reviews based on goal evaluation and consulting firms such as HRIZONS to ensure that job- calibration, manager-driven evaluations, and specific performance outcomes, and functional and were ultimately cumbersome and unsatisfying. technical competencies, are clearly defined. These One of the main issues identified in this study was job descriptions are used as the basis for ongoing more than 58% of HR executives graded their own performance management systems as C or below © 2013 HRIZONS, LLC | All Rights Reserved performance management and evaluation, to profiles” include well defined outcome statements and ensure that employee performance is focused on the related competencies that are required to optimally established expectations for role-based work processes perform on the job. associated with patient care and safety. Boudreau and Ramstad point out that this focus Rigorous testing of competencies associated with on focal jobs & roles requires a new way of thinking specific jobs is part of the on-boarding process for all about job descriptions.ix Instead of thinking in terms clinical staff. Donna Wright, expert in competency of traditional task lists, job descriptions need to focus assessments for healthcare, recommends that on the specific outcomes and competencies that competency assessments be regularly updated to are essential to their competitive success. In the reflect changes in work processes, introduction of new example of Disney’s re-definition of the role of street technology, and the inclusion of new competencies sweepers in their theme parks, job analysts realized related to safety and patient care initiatives.v This that the key outcomes and competencies had to do review process also may require changes in the job with being customer ambassadors who sweep, rather description to ensure alignment of performance than traditional street sweepers. New, dynamic job measures with new technology innovations and descriptions for pivotal roles need to link directly to the patient care initiatives. Saint Anthony’s Medical Center strategic objectives of the organization, and need to in St. Louis, MO is among the leading healthcare be flexible enough to change with changing strategy. organizations that are working to integrate ongoing job description and competency management as the Technology Platforms for
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