Job descriptions are essential. Job descriptions are required for
recruitment so that you and the applicants can understand the role. Job
descriptions are necessary for all people in work. A job description
defines a person's role and accountability. Without a job description it
is not possible for a person to properly commit to, or be held accountable
for, a role.
As an employee you may have or be given the opportunity to take
responsibility for your job description. This is good. It allows you to
clarify expectations with your employer and your boss.
The process of writing job descriptions is actually quite easy and
straight-forward. Many people tend to start off with a list of 20-30
tasks, which is okay as a start, but this needs refining to far fewer
points, around 8-12 is the ideal.
Smaller organisations commonly require staff and managers to cover a
wider or more mixed range of responsibilities than in larger organisations
(for example, the 'office manager' role can comprise financial, HR,
stock-control, scheduling and other duties). Therefore in smaller
organisations, job descriptions might necessarily contain a greater number
of listed responsibilities, perhaps 15-16. However, whatever the
circumstances, the number of responsibilities should not exceed this, or
the job description becomes unwieldy and ineffective.
Any job description containing 20-30 tasks is actually more like a part
of an operational manual, which serves a different purpose. Job
descriptions should refer to the operational manual, or to 'agreed
procedures', rather than include the detail of the tasks in the job
description. If you include task detail in a job description you will need
to change it when the task detail changes, as it will often do. What would
you rather change, 100 job descriptions or one operational manual?
Similarly, lengthy details of health and safety procedures should not
be included in a a job description. Instead put them into a health and
safety manual, and then simply refer to this in the job description.
Again, when your health and safety procedure changes, would you rather
change 100 job descriptions or just one health and safety manual?
A useful process for refining and writing job descriptions
responsibilities into fewer points and ('responsibilities' rather than
'individual tasks'), is to group the many individual tasks into main
responsibility areas, such as the list below (not all will be applicable
to any single role). Bold type indicates that these responsibility areas
would normally feature in most job descriptions:
Bold type indicates that these responsibility areas would normally
feature in most job descriptions:
communicating (in relation to whom, what, how - and this is
applicable to all below)
planning and organizing (of what..)
managing information or general administration support (of
what..)
monitoring and reporting (of what..)
evaluating and decision-making (of what..)
financial budgeting and control (of what..)
producing things (what..)
maintaining/repairing things (what..)
quality control (for production roles normally a separate
responsibility; otherwise this is generally incorporated within other
relevant responsibilities) (of what..)
health and safety (normally the same point for all job
descriptions of a given staff grade)
using equipment and systems (what..)
creating and developing things (what..)
self-development (normally the same point for all job
descriptions of a given staff grade)
plus any responsibilities for other staff if applicable, typically:
You will find that you can cluster most of the tasks on your (initially very
long) list into a list of far fewer broad (but still specific) responsibilities
according to the above examples of typical job description activity areas.
Obviously the level of authority affects the extent of responsibility in the
job description for determining strategy, decision-making, managing other
people, and for executive roles, deciding direction, policy, and delivering
corporate performance.
Wherever possible refer the detail of standards and process to your
'operational manual' or 'agreed procedures' or 'agreed standards' rather than
allowing the job description to become a sort of operating manual. If your boss
or employer is asking for you to detail your tasks at length in a job
description, encourage him/her/the organisation to put this level of detail into
an operational manual - it will save a lot of time.
Writing or re-writing a job description is a good opportunity to frame the
role as you'd like it as well as reflect how it is at the moment, so try to
think outside of the normal way of thinking, and if this is difficult seek the
input of somebody who is less close to things.
job descriptions are important
Job descriptions improve an organisation's ability to manage people and roles
in the following ways:
clarifies employer expectations for employee
provides basis of measuring job performance
provides clear description of role for job candidates
provides a structure and discipline for company to understand and
structure all jobs and ensure necessary activities, duties and
responsibilities are covered by one job or another
provides continuity of role parameters irrespective of manager
interpretation
enables pay and grading systems to be structured fairly and logically
prevents arbitrary interpretation of role content and limit by employee
and employer and manager
essential reference tool in issues of employee/employer dispute
essential reference tool for discipline issues
provides important reference points for training and development areas
provides neutral and objective (as opposed to subjective or arbitrary)
reference points for appraisals, performance reviews and counselling
enables formulation of skill set and behaviour set requirements per role
enables organisation to structure and manage roles in a uniform way, thus
increasing efficiency and effectiveness of recruitment, training and
development, organisational structure, work flow and activities, customer
service, etc
enables factual view (as opposed to instinctual) to be taken by employees
and managers in career progression and succession planning
(The list is not exhaustive.)
Here you'll find job descriptions structure and template, and samples of
various job descriptions. Also template and sample 'person-profile', necessary
when recruiting.
Be very careful to adhere to relevant employment an discrimination law when
compiling job descriptions, job adverts and person-profiles. In the UK this
means that you must not specify a preference according to gender, race, creed,
religion, or physical ability. If you find yourself writing a job description
with a bias in any of these areas you should ask yourself why, as none can be
justified.
In the UK company directors have personal liability for the activities of
their organizations aside from their functional responsibilities, and arguably
this accountability should be included in some way in a director's job
description. Clarity is vital. People and employers need to have a clear, mutual
agreement about the expectations for the job, and the job description is a key
instrument by which this is achieved.
That said, job descriptions are not operating manuals. I repeat, keep the
descriptions of duties concise and free of detailed operating or processing
instructions. If necessary refer to these is a phrase such as 'according to
company procedures', or 'according to the operating manual/safety manual', etc.
By referencing rather than including specific operating standards or processes,
the headache of updating all the job descriptions when procedures change is
avoided.
job description template
Job Title
Based at (Business Unit, Section - if applicable)
Position reports to (Line Manager title, location, and Functional Manager,
location if matrix management structure)
Job Purpose Summary (ideally one sentence)
Key Responsibilities and Accountabilities, (or 'Duties'. 8-15 numbered
points)
Dimensions/Territory/Scope/Scale indicators (the areas to which
responsibilities extend and the scale of responsibilities - staff, customers,
territory, products, equipment, premises, etc)
Date and other relevant internal references
For senior job descriptions it is useful to break key responsibilities into
sections covering Functional, Managerial, and Organisational areas.
The most difficult part is the Key Responsibilities and Accountabilities
section. Large organisations have generic versions for the most common
organisational roles - so don't re-invent the wheel if something suitable
already exists. If you have to create a job description from scratch, use this
method to produce the 8-15 responsibilities:
Note down in a completely random fashion all of the aspects of the job.
Next combine and develop the random collection of ideas into a set of key
responsibilities. (A junior position will not need more than 8. A senior one
might need 15.)
Rank them roughly in order of importance.
Have someone who knows or has done the job well check your list and amend
as appropriate.
Double check that everything on the list is genuinely important and
achievable.
Do not put targets into a job description. Targets are a moving output over
which you need flexible control.
Do not put 'must achieve sales target' into a job description. This is a pure
output and does not describe the job. The job description must describe the
activities required to ensure that target will be met.
Do not have as one of the key responsibilities 'And anything else that the
manager wants'. It's not fair, and no-one is ever committed to or accountable
for such a thing.
Job description example 1:
Job Description - SNP Co Ltd
Title: Sales and Marketing Executive
Reports to: Sales and Marketing Director, Newtown.
Based at: Sparkly New Products Co Ltd, Technology House, Newtown.
Job purpose:
To plan and carry out direct marketing and sales activities, so as to
maintain and develop sales of SNP's ABC machinery range to UK major accounts and
specifiers, in accordance with agreed business plans.
Key responsibilities and accountabilities:
Maintain and develop a computerised customer and prospect database.
Plan and carry out direct marketing activities (principally direct mail)
to agreed budgets, sales volumes, values, product mix and timescales.
Develop ideas and create offers for direct mail and marketing to major
accounts by main market sector and SNP's ABC products.
Respond to and follow up sales enquiries by post, telephone, and personal
visits.
Maintain and develop existing and new customers through planned individual
account support, and liaison with internal order-processing staff.
Monitor and report on activities and provide relevant management
information.
Carry out market research, competitor and customer surveys.
Maintain and report on equipment and software suitability for direct
marketing and sales reporting purposes.
Liaise and attend meetings with other company functions necessary to
perform duties and aid business and organisational development.
Manage the external marketing agency activities of telemarketing and
research.
Attend training and to develop relevant knowledge and skills.
Scale and territory indicators:
Core product range of four ABC machines price range �50 to �250. Target
sectors: All major multiple-site organisations having more than 1,000 staff.
Prospect database c.10,000 head offices of large organisations. Customer base of
c.150 large organisations. Typical account value �20-50k pa. Total personal
revenue accountability potentially �4.5m. Territory: UK.
(date and reference)
More job description typical responsibilities are listed at the foot of this
page.
If you are recruiting to fill a role it is important to formulate a
person-profile to help with job advert wording; psychometric profiling;
shortlisting; interviewing points to assess; and final selection.
person-profile template:
Personality
Personal Situation
Specific Job Skills
Computer Skills
Literacy and Numeracy
Commercial Skills
Management Ability
An example is shown here for the role above:
sample person-profile
Person profile - Sales and Marketing Executive
Personality: Self-driven, results-oriented with a positive outlook,
and a clear focus on high quality and business profit. A natural forward planner
who critically assesses own performance. Mature, credible, and comfortable in
dealing with senior big company executives. Reliable, tolerant, and determined.
Empathic communicator, able to see things from the other person's point of view.
Well presented and businesslike. Sufficiently mobile and flexible to travel up
to a few days a month within the UK. Keen for new experience, responsibility and
accountability. Able to get on with others and be a team-player.
Personal Situation: Must be mature and domestically secure. Able to
spend one or two nights away per month without upsetting domestic situation.
Able to commute reliably to office base. Able to work extended hours on
occasions when required. May be striving financially but not desperate or in
serious debt. Must have clean or near clean driving licence.
Specific Job Skills: Able to communicate and motivate via written
media. Understands the principles of marketing and advertising
cost-effectiveness, including market sector targeting, product offer
development, features-benefits-solutions selling, cost per response, cost per
conversion, etc. Appreciates need for consistency within company's branding and
marketing mix, especially PR and the Internet. Experience of managing marketing
agency activities useful.
Computer skills: Must be adept in use of MS Office 2000 or later,
particularly Excel and Word, and ideally Access or similar database to basic
level, Internet and email.
Literacy and Numeracy: Able to understand profit and loss calculations
and basic business finance, eg., gross margin percentages and calculations,
depreciation, capital and revenue expenditure, cash-flow, overheads, etc. Must
be a very competent writer of business letters, quotations and proposals.
Business and Selling Skills: Must be an excellent face-to-face and
telephone communicator. Able to demonstrate success and experience managing
major accounts customers and large contracts or even a business, particularly
achieving genuine sales development. Ideal background would be in business
support services; experience of washroom and contract cleaning industries would
be particularly helpful. Experience of tenders would also be useful.
Management Ability: Though internal staff management is not initially
part of the job, responsibility and opportunity could grow with the development
of the business, for example the prospect of recruiting and managing support
telesales staff. Some people-management skills, experience and natural ability
will be useful.
tips on creating, introducing and agreeing job
descriptions
There are several ways to approach the need for new or updated job
descriptions within an organization or department, and these methods can achieve
some other useful benefits too. The workshop method is particularly effective
and time-saving.
Workshop (see the sections on workshops an brainstorming) -
people brainstorm and draft job descriptions in pairs or threes - ideas are
shared, best formats agreed and senior management is able to participate, guide
and approve. This process for creating or revising job descriptions is also very
good for creating a sense of ownership of responsibilities and accountabilities,
and for clarifying mutual understanding and expectations.
Cascade a basic empty template down through staff, asking for each staff
member to draft what they believe is there own JD, and for each person to
provisionally agree/modify JD with their line boss. These drafts then come back
up to centre for review, adjustment and re-issue. Also promotes useful
discussion and clarification of expectations between staff members and their
line-managers.
Draft provisional generic formats at centre - then cascade through staff via
line managers for comment/agreement, between staff members and line
managers.
General points on creating or updating job descriptions:
Where you have a number of similar job functions, try to limit the main job
description types to as few as possible. Reflect job differences in levels of
authority, seniority and scale etc, in the parameters section of the main job
description.
Encourage line managers to hold their own workshop meetings to arrive at
shared best ideas and consensus.
Your trade association(s) might be able to assist with some generic job
description samples. It's also worth asking large partners/customer
organisations if they can show you their equivalent job descriptions, where they
have similar jobs.
Your local business advice centre ('Business Link' in the UK) may be able to
provide some free guidance or even some sample job descriptions.
Arguably there are some special aspects of a company director's role which
should be reflected in job descriptions aside from normal functional duties or
job tasks. This is not least because board directors are personally liable for
corporate activities, and so issues of ethics, morality, legality, safety, duty
of care, etc., are the responsibility of all directors, in addition to their
normal functional responsibilities.
How you incorporate these aspects into directors' job descriptions (and
logically into directors' appraisals too) is a matter of interpretation and
policy. A catch-all phrase is an option, for example: 'Execute the
responsibilities of a company director according to lawful and ethical
standards, as referenced in ... (whatever director policy and standards document
you might use).
And/or with growing significance, for example: 'Uphold, safeguard and promote
the organisation's values and philosophy relating particularly to ethics,
integrity, corporate (social) responsibility, 'Fair Trade', etc., as referenced
in ... (whatever organisational values and philosophy standards document you
might use).
However, in this modern age there is an increasing need for organisations to
be more specific about what all this means for directors.
Most if not all of the great corporate scandals of recent times can be
attributed one way or another to directors neglecting or being unaware of their
responsibilities for some of less obvious but crucial areas of ethics,
integrity, morality and organisational responsibility. When such
responsibilities are spelled out clearly, and the assessment of directors'
performance against them made properly transparent, then organisations are far
less open to risks of corporate scandal, fraud, and other disasters.
In addition, employees and customers are growing increasingly aware and
demanding of corporations' performance in these non-financial 'humanity and
planet' areas, and the increasing visibility of corporate culture and behaviour,
through the development of modern communications and phenomena such as blogging,
grows each year.
There are few corporate secrets any longer - nearly everyone has access to
nearly everything. Soon there'll be no corporate secrets at all. It makes sense
therefore for all organisations to assess and improve their own standing in
relation to corporate responsibility, before the world at large does it for
them.
Directors' responsibilities, their relative importance and how they are
shaped, in the 'non-functional' areas (ethics, environment, people, planet,
community, etc) naturally reflect the corporate philosophy of the organisation
concerned, and this is the mechanism by which change and improvement can be
made. In other words, the organisation needs to have a clearly stated position
(from which stems the culture and 'spirit' - the philosophy - of the
corporation) that clearly explains the relative priority within organisational
aims of responsibility to staff, customers, shareholders, community,
environment, etc., and also the significance of morality and ethics within the
organisational ethos. These critical non-functional 'humanity and planet'
responsibilities stem from the philosophy at the top of the organisation, not
the PR department.
Corporate Responsibility (or whatever description you care to use) is a
challenging and fluid subject, surrounded by much debate, characterised by
various converging perspectives, notably, the 'Triple Bottom Line' (Profit
People Planet), ethics and integrity, CSR (Corporate Social Responsibility -
increasingly shortened simply to Corporate Responsibility), sustainability, Fair
Trade, etc.
Interpreting all this and creating a workable platform for it all within an
organisation is the responsibility of the CEO (or equivalent). In an
institutional not-for-profit organisation the trustees or governors would
ultimately carry the can for any serious failures. In a club it would be the
committee members. The buck always stops somewhere, and if it's with you then
check that your responsibilities and remit adequately reflect your
accountability.
In conventional profit driven corporations the accountability rests with the
directors, which is why directors' job descriptions need to spell out these
responsibilities - to whatever extent the organisation (the CEO typically) deems
appropriate.
Middle managers trying to make sense of of it all and wondering how to apply
it to their strategic planning and decision-making will find it tricky to fill a
vacuum in this area one exists, which is often the case.
The default 'corporate philosophy' is usually profit alone, with no genuine
reference to humanitarian and planetary issues, which is ultimately a recipe for
disaster. The bigger the corporation and its potential liabilities, then the
greater the disaster when and if it occurs. Chemicals, healthcare, transport,
automotive, pharmaceuticals, financial services, food and drink, consumer
technology, and tobacco products are obvious examples of high-liability
industries, each of which has produced at a number of massive corporate debacles
in recent years, and these won't be the last.
Directors, (and thereby managers and all other staff) need a wider and more
subtle frame of reference than profit alone, to enable and encourage them to
plan, direct, manage and act in a more inclusive and philosophically acceptable
way than simply being focused on profit or costs.
Shareholder return (or financial performance) is vital of course, but it must
never be the sole aim.
As regards the more straightforward issues (safety, legal etc), in the UK
various bodies can help in determining the traditional director's
responsibilities. The Institute of Directors produce specific guidelines on
responsibilities of directors (www.iod.com). Other possible sources of input
from different perspectives: ACAS - Advisory, Conciliation and Arbitration
Service (www.acas.co.uk), Business Links and the Department of Trade and
Industry (www.dti.gov.uk). I mention these because they provide a certain level
of advice free. If you are new to the HR or personnel role, check whether your
organisation (or for example your parent company) has corporate membership to
IOD, CIPD, Business Link etc., or retains the services of a specialist
employment advisory consultancy. You'll need help in interpreting a suitable
response to these new challenges, both in persuading senior people that these
are significant issues, not just a PR thing or passing trend, and also in
formulating a practicable and relevant approach to it all.
As regards corporate responsibility in a truer wider sense (people, planet,
ethics, etc), standards and terms of reference are still fluid - it's difficult
to measure the benefit of these things, therefore they are taking a long time
being accepted and adopted (like the abolition of slavery, votes for women,
etc). But that doesn't mean you cannot take the lead and formulate your own
standards. Organisations which seek to pioneer ethical and humanitarian
standards and practices will increasingly be the suppliers and employers of
choice for all right-minded people.
Organisations which fail to address these vital questions of ethics,
humanity, social and environmental responsibility, etc., and which fail to
reflect these accountabilities within director's (and thereby all other
employees') responsibilities, are taking some big risks, whereas the
organisations which embrace and adopt these 'higher-order' values will almost
inevitably create for themselves a more sustainable future.
job description samples
Here are some typical job description responsibilities for other roles.
Please note that these lists of responsibilities do not constitute full job
descriptions, you need to add/refine responsibilities to reflect your own
organisation's situation, and then add the other job description elements
detailed above, ie., the 'reports to', 'based at', 'job purpose' and scale
indicators.
I always recommend strongly to build your own job descriptions due to the
need to have something that properly fits your own requirements. Job titles are
terribly vague - especially roles relating to customer service, and any role
with interfaces across the organisation and/or externally - the functions and
descriptions mean different things to different companies, and it's so easy to
make wrong assumptions using somebody else's standards. Start by thinking about
what you actually want the role to do for your organisation, not what the role
might do for other companies.
typical job description duties examples
imports and exports administrator/manager - typical job
description duties
The import/export manager or administrator job is
potentially a vast one covering a wide range of responsibilities. Also,
import/export manager/administrator job descriptions vary considerably according
to country, local import/export laws and procedures, and the role required
within the organization, in which the role can have emphasis on any or all of
the following aspects: sales, purchasing and buying, finance, legal,
administration. There are far too many duties here for a single job
description; pick the duties from the examples below to create a job description
that suits your own situation.
Manage the movement of products/equipment/materials in
and/or out of the country in accordance with organizational policy and
procedure, and to comply with relevant local, country and international law
and process.
Manage the necessary documentation and online forms
for the efficient, cost-effective and lawful execution of all import/export
activities.
Maintain and share with colleagues as appropriate,
personal knowledge of all relevant import/export law and procedures; tariffs
and duties; licences and restrictions.
Manage financial and currency processes and
transactions in accordance with policy and law, and to optimise
cost-effectiveness of activities.
Communicate with export and import and related
authorities, and customers and suppliers, in all relevant territories and
countries, as necessary to ensure efficient, positive and lawful relations,
support and activities.
Anticipate, research and report on future changes in
import/export laws and in relevant local territory practices, and ensure such
knowledge is factored into the planning of the department's own strategy,
resources and procedures.
Plan and implement import/export strategy and
activities consistent with overall aims and requirements of the
organization.
Manage all staff reporting to the position so as to
effectively recruit, train, evaluate, motivate, delegate and monitor their
activities.
Liaise with other departments in order to establish
and maintain effective and relevant export/import activities and support in
relation to the organization's sales, purchasing, materials management,
production and overall operating functions.
Adhere to local and externally relevant health and
safety laws and policies.
Use personal judgement and initiative to develop
effective and constructive solutions to challenges and obstacles in
import/export activity and procedures.
Monitor, record, analyse and report on activities,
trends, results and recommendations relating to import/export
activities.
Manage/liaise with stock control, warehousing and
distribution activities influenced by or reliant upon import/export
activities.
Manage and maintain effective and lawful insurance
provisions relating to import/export activities.
Maintain personal ability in, and appropriate use of,
all relevant ICT (Information & Communications Technology) and other
systems within the import/export function.
Prepare and submit relevant administration in a timely
and accurate manner, for example: shipping schedules; letters of credit; ECGD
documents; credit control mechanisms; licences; declarations; packing,
routing, transport and safety documentation.
Investigate, plan and implement strategically
effective and relevant transport methods, which meet optimally the needs of
the organization and its suppliers and customers.
Plan and manage overseas sales through distributors
and other relevant sales outlets.
Plan and manage the effective and necessary conversion
of weights, sizes, values, and quality standards interpretations between
importing and exporting systems and territories.
Manage language and communications translation issues
and activities as necessary to enable effective relations, distribution and
integration of imported/exported material, product, equipment within the
supply chain of importer and exporter, (for example handling instructions,
operating manuals, product training, etc).
Negotiate contracts for sales/purchases and manage
renew, review contracts as required to enable effective trading, operations
and customer/supplier relations.
business development manager/executive/director -
typical job description duties
The 'business development' job title can mean various
things. Some organizations refer to sales and account management jobs as
'business development', in which case refer to the account manager job
description below. The business development job description - and especially the
extent of strategic and authority responsibility - depends on whom the role
reports to, and the scale of and complexity of the 'business' (markets,
products/services, territory, etc) to be developed. This is an example of
typical responsibilities of a senior business development role, or business
development director:
Market and technology research
Formulation of strategy
Distribution channel analysis and development
New product development planning and management
Technology transfer, licensing, partnerships
assessment and development
Marketing and advertising and promotion planning
Sales organisation planning and development
Import/export development
Business planning
Launch and implementation
If the business development job has direct-reporting
staff then the above would tend to be managed via others, and the role would
include people-management, recruitment, motivation, training and development
staffing responsibilities
Appropriate Administration, budgeting, monitoring,
reporting, communication and liaison.
Health and safety adherence
Self-development and continuing personal development
(If formal director) Execute the responsibilities of a
company director according to lawful and ethical standards, as referenced in
... (whatever director policy and standards document you might use).
The account manager or sales-person job has many variations.
These are the typical responsibilities of a modern office-based or field-based
salesperson. This list is probably too long for a normal job description - it
includes similar variations of individual responsibilities which you can select
as appropriate.
Plan and prioritise personal sales activities and
customer/prospect contact towards achieving agreed business aims, including
costs and sales - especially managing personal time and productivity.
Plan and manage personal business
portfolio/territory/business according to an agreed market development
strategy.
Manage product/service mix, pricing and margins according to
agreed aims.
Maintain and develop existing and new customers through
appropriate propositions and ethical sales methods, and relevant internal
liaison, to optimise quality of service, business growth, and customer and
satisfaction.
Use customer and prospect contact activities tools and
systems, and update relevant information held in these systems.
Plan/carry out/support local marketing activities to agreed
budgets and timescales, and integrate personal sales efforts with other
organized marketing activities, eg., product launches, promotions,
advertising, exhibitions and telemarketing.
Respond to and follow up sales enquiries using appropriate
methods.
Monitor and report on market and competitor activities and
provide relevant reports and information.
Record, analyse, report and administer according to systems
and requirements.
Communicate, liaise, and negotiate internally and externally
using appropriate methods to facilitate the development of profitable business
and sustainable relationships.
Attend and present at external customer meetings and
internal meetings with other company functions necessary to perform duties and
aid business development.
Attend training and to develop relevant knowledge,
techniques and skills.
Adhere to health and safety policy, and other requirements
relating to care of equipment.
An administrative assistant job description varies
according to the role and organization. Use this outline as a basis to create a
job description that is relevant to your own situation.
Type and word-process various documents and electronic
information.
Create financial and statistical tools and reports
using spreadsheets.
Manage, organise, and update relevant data using
database applications.
Communicate and provide information by relevant
methods internally and externally to assist and enable organizational
operations and effective service to connecting groups.
Analyse and interpret financial statistics and other
data and produce relevant reports.
Interpret instructions and issues arising, and then
implement actions according to administrative policies and procedures.
Research and investigate information to enable
strategic decision-making by others.
Arrange and participate in meetings, conferences, and
project team activities.
Approve decisions, requests, expenditure and
recommendations on behalf of senior people in their absence, according to
agreed guidelines and policies.
Adhere to stated policies and procedures relating to
health and safety, and quality management.
Adhere to procedures relating to the proper use and
care of equipment and materials for which the role has responsibility.
Job purpose outline (example): The primary objective of the
Switchboard Operator is to answer a multi-line switchboard quickly (ideally
within 3 ring cycles) and direct calls to their destination without delay.
Greeting customers, answering questions, announcing calls or providing
directions are secondary objectives. The key to the role is in always providing
the primary objective whilst delivering the secondary objectives wherever
possible but always in such a way that positively affects the customer's
perception or call/visit experience. Outline duties:
Answer a high volume of calls and maintain a rapid response
rate according to agreed standards.
Log information on calls received, where required and
maintain detailed and accurate records.
Maintain and update continuously, by local knowledge and by
local means, a log of the availability of staff likely to receive inbound
calls.
File data and perform other routine clerical tasks as
assigned and for other departments as needed.
Order and maintain relevant office supplies for
effectiveness of personal duties.
Operate a variety of standard office machines, including a
personal computer and a variety of computer software, phone, fax, calculator,
shredding machine and photocopy machine.
Communicate and liaise verbally and in writing between
customers/suppliers/visitors/enquirers and relevant staff, and interpret and
respond clearly and effectively to spoken requests over the phone or in
person, and to verbal or written instructions.
Establish and maintain effective working relationships with
co-workers, supervisors and the general public.
Perform reception duties in and efficient, professional and
courteous manner.
Maintain regular consistent and professional attendance,
punctuality, personal appearance, and adherence to relevant health &
safety procedures.
Pursue personal development of skills and knowledge
necessary for the effective performance of the role.
(Ack T Booth)
health and safety manager/director - typical job description duties
Adjust and refine these core reponsibilities for the health and
safety function to fit your organization context and the authority of the role.
These responsibilities typically reflect a director's responsibilities and so
need developing into more specific duties to form a relevant health and safety
manager's job description relevant to your own situation.
Establish, manage and monitor standards, processes,
communications, training and systems to ensure:
Existence and awareness of a suitable and relevant health
and safety policy.
A safe workplace without risk to health.
Safe plant and machinery, and safe movement, storage and use
of articles and substances.
Adequate provision of first-aid and welfare facilities and
support.
Provision of suitable and current information and
supervision concerning health and safety policies and practices.
Proper and timely assessment of risks to health and safety,
and implementation of measures and arrangements identified as necessary from
the assessments.
Provision of emergency procedures, first-aid facilities,
safety signs, relevant protective clothing and equipment, and incident
reporting to the relevant authorities.
Liaison as necessary with other organizations and relevant
authorities, and assistance and cooperation concerning audits and remedial
actions.
The workplace satisfies health, safety and welfare
requirements for ventilation, temperature, lighting, sanitary, washing and
rest facilities.
Prevention and precautions against, or adequate control of,
exposure to hazardous substances, and danger from flamable, explosive,
electrical, noise, radiation and manual handling risks.
Surveillance and reporting on health and safety practices
and systems.
Recruitment, selection, management and development of health
and safety direct-reporting staff.
(If formal director) Execute the responsibilities of a
company director according to lawful and ethical standards, as referenced in
... (whatever director policy and standards document you might use).
shop or retail/wholesale store manager - typical job
description duties
Depends on the level of commercial and managerial
authority and responsibility, but could include potentially these points:
Manage and motivate staff, recruit staff, train and
develop staff, according to company policies and employment laws, and ensure
relevant HR procedures are followed (appraisals, discipline, grievance, etc).
Plan, forecast, report on sales, costs and business
performance, according to company requirements.
Plan and implement advertising and promotional
strategy and activities.
Manage cash and payment systems in accordance with
company procedures and policies, at all times with staff and customer safety
as the uppermost priority.
Plan and implement shop merchandising, layout and
customer traffic flow so as to maximise sales, customer satisfaction,
appearance, image and ergonomics for customers.
Manage selling and customer service activities and
staff competence in these areas, so as to optimise and sustain sales
performance, profitability and customer satisfaction.
Manage costs and overheads, and all factors affecting
the profitable performance of the shop.
Liaise with external agencies and authorities as
necessary (advertising, PR, recruitment, training, fire services, police,
local council, health and safety inspectors, etc).
Liaise with and utilise support from suppliers,
merchandisers and other partners as required.
Manage, maintain and report as necessary all
merchandise and non-merchandise stock.
Manage upkeep and condition of all equipment, fixtures
and fabric of shop premises.
Manage health and safety, security, and emergency
systems, capabilities and staff and customer awareness, according to company
policy and relevant law.
Seek and continuously develop knowledge and
information about competitor activity, pricing and tactics, and communicate
this to relevant departments in the Company.
Manage and maintain effectiveness of IT and other
essential in-store systems.
Attend meetings and contribute to company strategy and
policy-making as required.
Develop personal skills and capability through
on-going training, as provided by the company or elsewhere subject to Company
approval.
organisational development manager - typical job description duties
Plan, develop and implement strategy for organisational
development (covering particular areas relevant to the organisation's
structure, market etc)
Establish and maintain appropriate systems for measuring
necessary aspects of organisational performance
Monitor, measure and report on organisational
development plans and achievements within agreed formats and timescales
Manage and develop direct reporting staff
Manage and control departmental expenditure within agreed
budgets
Liaise with other functional/departmental managers so as to
understand all necessary aspects of organisational development, and to ensure
they are fully informed of organisational development objectives, purposes and
achievements
Maintain awareness and knowledge of contemporary
organisational development theory and methods and provide suitable
interpretation to directors, managers and staff within the organisation
Ensure activities meet with and integrate with
organisational requirements for quality management, health and safety, legal
stipulations, environmental policies and general duty of care
Plan departmental/funcional training budgets, forecast costs
and delegate numbers as required by organisational planning and budgeting
systems.
Assess relevant training needs for staff individuals and
organisation, in consultation with departmental heads, including assessment
methods and measurement systems entailed.
Stay informed as to relevant skill and qualifications levels
required by staff for effective performance, and circulate requirements and
relevant information to the organisation as appropriate.
Produce organisational strategy and plans to meet training
and development needs, and manage training delivery, measurement and follow-up
as necessary.
Design training courses and programmes necessary to meet
training needs, or manage this activity via external provider(s).
Identify, select and manage external training and
accreditation bodies, agencies and providers necessary to deliver required
training to apprpriate standards.
Organise training venues, logistics, transport,
accommodation as required to achieve efficient training attandance and
delivery.
Plan and deliver training courses personaally where
necessary to augment that provided externally or internally by others.
Arrange for the maintenance of all necessary equipment and
materials relating to the effective delivery and measurement of training.
Recruit, manage and develop direct-reporting staff (if
applicable).
Ensure all training activities and materials meet with
relevant organisational and statutory policies, including health and safety,
employment and equality laws.
Monitor and report on activities, costs, performance, etc,
as required.
Develop self, and maintain knowledge in relevant field at
all times.
training and development manager- typical job description duties
Plan, develop and implement strategy for staff training
and development, establish and maintain appropriate
systems for measuring necessary aspects of staff training and
development
Monitor, measure and report on staff training and
development plans and achievements within agreed formats and timescales
Manage and develop direct reporting staff
Manage and control departmental expenditure within agreed
budgets
Liaise with other functional/departmental managers so as to
understand all necessary aspects and needs of staff training and development,
and to ensure they are fully informed of staff training and development
objectives, purposes and achievements
Maintain awareness and knowledge of contemporary staff
training and development theory and methods and provide suitable
interpretation to directors, managers and staff within the organisation
Ensure activities meet with and integrate with
organisational requirements for quality management, health and safety, legal
stipulations, environmental policies and general duty of care
HR (human resources) head or director - typical job description
duties
Plan, develop and implement strategy for HR management
and development (including recruitment and selection policy/practices,
discipline, grievance, counselling, pay and conditions, contracts, training
and development, succession planning, morale and motivation, culture and
attitudinal development, performance appraisals and quality management issues
- add others if relevant)
Establish and maintain appropriate systems for measuring
necessary aspects of HR development
Monitor, measure and report on HR issues,
opportunities and development plans and achievements within agreed formats and
timescales
Manage and develop direct reporting staff
Manage and control departmental expenditure within agreed
budgets
Liaise with other functional/departmental managers so as to
understand all necessary aspects and needs of HR development, and to ensure
they are fully informed of HR objectives, purposes and
achievements
Maintain awareness and knowledge of contemporary HR
development theory and methods and provide suitable interpretation to
directors, managers and staff within the organisation
Contribute to the evaluation and development of HR strategy
and performance in co-operation with the executive team
Ensure activities meet with and integrate with
organisational requirements for quality management, health and safety, legal
stipulations, environmental policies and general duty of care.
(If formal director) Execute the responsibilities of a
company director according to lawful and ethical standards, as referenced in
... (whatever director policy and standards document you might use).
sales and marketing director - typical job description duties
The position reports to the CEO/MD/General Manager. The purpose
of the role is to plan and implement sales and marketing activities in order to
meet company targets for retention growth and profitability, and to contribute,
as a board member, to the executive management of the company.
Plan and implement marketing strategy, including advertising
and PR.
Plan and implement sales and customer retention and
development.
Plan and manage sales an marketing resources according to
agreed budgets.
Contribute to formulation of policy and strategy as a board
member.
Recruit, manage, train and motivate direct reporting staff
according to company procedures, policy and employment law.
Maintain administration and relevant reporting and planning
systems.
Manage relevant reporting of management and financial
information for the sales and marketing departments.
Select and manage external agencies.
Manage R&D and NPD and new business development.
Maintain and develop corporate image and reputation, and
protect and develop the company's brands via suitable PR activities and
intellectual property management.
Plan and manage internal communications and awareness of
corporate direction, mission, aims and activities
(If formal director) Execute the responsibilities of a
company director according to lawful and ethical standards, as referenced in
... (whatever director policy and standards document you might use).
Develop and implement quality management strategy and plans,
including resource, systems, timescales, financials, to support, contribute
to, and integrate within, the organisation's annual business plan and long
term strategy.
Develop and maintain systems to establish standards relating
to activities and products.
Develop and maintain systems to measure performance against
established standards.
Monitor performance (in relevant areas) according to agreed
standards and take necessary action to communicate/advise/assist according to
performance levels.
Monitor and inform/communicate/apply standards
created/maintained by external bodies, and integrate within internal quality
management systems.
Establish and implement necessary communication strategy for
the improvement and awareness of quality issues across all departments.
Plan and manage departmental activities in accordance with
agreed budgets and timescales.
Report as necessary on changes in standards (internally and
externally initiated) and on performance against standards.
Liaise and co-operate with quality management and standards
bodies (eg BSI, Government Departments, HSE, etc) Manage staff according to
company standards (appraisals, discipline, training, development, etc).
Manage departmental performance against agreed targets and
budgets, and within policies and standards.
Liaise with customers and suppliers where necessary (where
impacting/affected by quality issues)
Contribute to executive policy and strategy.
(If formal director) Execute the responsibilities of a
company director according to lawful and ethical standards, as referenced in
... (whatever director policy and standards document you might use).
finance director (fd) or chief financial officer (cfo) - typical job
description duties
This role's responsibilities and authority level depends on
what your company is and requires, and, if the role covers statutory
administration and reporting, elements of the the role also depend on your
country's company laws (reporting, shareholders, tax, dividends, etc).
Business and financial strategy and planning, monitoring,
management and reporting, including management and development of policies,
systems, processes and personnel involved.
Reporting and accounting as per regulatory an legal
requirements including taxation, dividends, annual report and accounts.
Management of strategy for and liaison with stock market,
business press and business analysts community.
Financial staff management, motivation, training,
recruitment and selection.
Contributing to strategic planning and development as a
member of executive team, and probably keeping and distributing notes and
records, reports to executive and management team.
Other areas of potential responsibility: company insurance,
import/export administration, licencing, contracts and agreements, legal areas
and activities, corporate level negotiations (eg premises, plant, trading,
acquisitions and divestments, disposals), major supplier/customer/partner
relationships, regulatory bodies relationships and strategies, approvals and
accreditations.
Can also include IT responsibilities, especially if there is
not an IT director.
Can also include environmental responsibilities, if the
environmental function/manager reports to CFO.
Can also include quality assurance responsibilities, if the
QA function/manager reports to CFO.
Can also include health and safety responsibilities, if the
H&S function/manager reports to CFO.
Would also include 'Company Secretary' responsibilities if
there is not a separate Co Sec (eg statutory company administration
responsibilities depending on relevant legal requirements).
(If formal director) Execute the responsibilities of a
company director according to lawful and ethical standards, as referenced in
... (whatever director policy and standards document you might use).
chief operating officer or operations director - typical job description
duties
Plan, develop and implement strategy for
operational management and development so as to meet agreed
organisational performance plans within agreed budgets and timescales
(covering relevant areas of operation - eg manufacturing, distribution,
administration, whatever falls within remit according to organisation's
structure)
Establish and maintain appropriate systems for measuring
necessary aspects of operational management and development
Monitor, measure and report on
operational issues, opportunities and development plans and achievements
within agreed formats and timescales
Manage and develop direct reporting staff
Manage and control departmental expenditure within agreed
budgets
Liaise with other functional/departmental managers so as to
understand all necessary aspects and needs of operational development, and to
ensure they are fully informed of operational objectives, purposes and
achievements
Maintain awareness and knowledge of contemporary
operational development theory and methods and provide
suitable interpretation to directors, managers and staff within the
organisation
Contribute to the evaluation and development of operational
strategy and performance in co-optation with the executive team
Ensure activities meet with and integrate with
organisational requirements for quality management, health and safety, legal
stipulations, environmental policies and general duty of care.
(If formal director) Execute the responsibilities of a
company director according to lawful and ethical standards, as referenced in
... (whatever director policy and standards document you might use).
The following areas of responsibility are potentially included
in purchasing/buying function. How you form these into purchasing and buying job
descriptions depends on the scope of your purchasing department's
responsibility; your purchasing department's interface with other departments;
how your purchasing roles are to operate, and the job(s) autonomy, authority and
reporting levels:
Purchasing policy and planning
Departmental staff recruitment, development, training and
management
Purchasing project prioritisation and management
Managing purchasing information and systems, and purchasing
services IT
Setting (if no QA function), monitoring and managing quality
and QA systems
Effective proactive liaison with other departments as
necessary to forecast, plan to meet, and to supply demand to relevant
quality
Effective proactive liaison with other departments re
operating, resourcing, services as necessary, eg IT
Negotiating and administration of purchasing contracts
Make or buy policy analysis and decisions
Rent or buy policy evaluation and decision/recommendation
Cost saving budgeting and targeting
Setting and planning how to achieve supplier accreditation
and service level management
Administration and reporting as necessary
Accounting evaluation and financial justification inc
capital v revenue
Outsourcing strategy/development/management
Payment terms negotiation, optimisation and management
Stock and materials management
Warehousing, distribution, shipping management (if
applicable, or effective liaison with these functions/departments)
Packaging and transport regulatory awareness, compliance and
information communication
Health and safety compliance
International trading issues/imports/legal, awareness and
management
(If formal director) Execute the responsibilities of a
company director according to lawful and ethical standards, as referenced in
... (whatever director policy and standards document you might use).
chief executive officer (ceo) or managing director - typical job description
duties
Identify, develop and direct the implementation of business
strategy (depending on the situation some criteria may already exist or be
established by the organisation's chairman, owner(s)/shareholders)
Plan and direct the organisation's activities to achieve
stated/agreed targets and standards for financial and trading performance,
quality, culture and legislative adherence
Recruit, select and develop executive team
members
Direct functions and performance via the executive
team
Maintain and develop organisational culture, values and
reputation in its markets and with all staff, customers, suppliers, partners
and regulatory/official bodies
Report to shareholders/parent board on organisational plans
and performance
Execute the responsibilities of a company director according
to lawful and ethical standards, as referenced in ... (whatever director
policy and standards document you might use).
(The chairman is appointed by and reports to the board of directors.)
Preside over board or executive committee
Supply vision and imagination at the highest level (normally
working closely with the MD or CEO)
Take chair at general meetings, within which: to ensure
orderly conduct; fair and appropriate opportunity for all to contribute;
suitable time allocation per item; determining order of agenda; directing
discussion towards consensus; clarifying and summing up actions and
policies
Act as the organisation's representative in its dealings
with the outside world
Play a leading part in determining composition of board and
sub-committees, so as to achieve harmony and effectiveness
Take decisions as delegated by the board and where required
chair board meetings.
Execute the responsibilities of a company director according
to lawful and ethical standards, as referenced in ... (whatever director
policy and standards document you might use).
A good job description must be a brief concise document - not lots of detail
of how each individual task is done, which should be in an operational manual,
which can of course then be referenced by very many different job descriptions,
saving lots of time, especially when operational details change, as they
inevitably do.
A job description is in essence a list of 8-15 short sentences or points
which cover the main responsibilities of the role, not the detailed
processes.
Follow the job description structure and guidelines on this webpage -
don't get side-tracked or persuaded into writing an operational manual.
Detailed tasks belong in an operational manual, not a job description. If your
boss or organisation thinks your job description should contain the detail of
how you do your job, then encourage him/her/your organisation to produce an
operational manual instead, and explain the logic and time-saving benefits that
are shown on this page.
Use the job description structure on this webpage as a template into which
you should put your main 8-15 responsibilities.
If you need to re-write job descriptions (or your own job description) then
structure it in terms of main responsibilities - not the detail. If you wish, or
if helpful to arrive at your main responsibilities, you can list the detail of
your job tasks elsewhere, as this effectively represents a section in an
operations manual - which shows the detail of how the job is done. You can use
use the detail to indicate (to yourself) the main responsibilities, but for the
job description you must summarise the detail into broad descriptions, for
example:
All the detail concerned with, for instance 'invoicing', could be covered by:
'manage and report on all invoicing activities using agreed systems and
processes (as defined in the operational manual).'
All the detailed process concerned with, say 'cash management', could be
included in 'manage movement, security and accounting of cash in accordance with
agreed processes and standards (as defined in the operating manual).'
See what I mean? Try to identify the main activities by type, not the detail.
Where appropriate refer to where the detail is held (for example the
operational manual, safety manual, or say 'agreed procedures/standards') - do
not attempt to include the detail in the job description.
It might help to see things in terms of the main types of activities (rather
than your specific task detail), as listed at the top of the webpage and listed
here again:
Bold type indicates that these responsibility areas would normally feature in
most job descriptions:
communicating (in relation to whom, what, how - and this is applicable
to all below)
planning and organizing (of what..)
managing information or general administration support (of what..)
monitoring and reporting (of what..)
evaluating and decision-making (of what..)
financial budgeting and control (of what..)
producing things (what..)
maintaining/repairing things (what..)
quality control (for production roles normally a separate responsibility;
otherwise this is generally incorporated within other relevant
responsibilities) (of what..)
health and safety (normally the same point for all job descriptions of
a given staff grade)
using equipment and systems (what..)
creating and developing things (what..)
self-development (normally the same point for all job descriptions of a
given staff grade)
plus any responsibilities for other staff if applicable, typically:
recruiting (of direct-reporting staff)
assessing (direct-reporting staff)
training (direct-reporting staff)
managing (direct-reporting staff)
Senior roles will include more executive aspects:
developing policy
duty of care and corporate responsibility
formulation of direction and strategy
You will find that you can cluster most of the tasks on your (initially very
long) list into a list of far fewer broad (but still specific) responsibilities
according to the above examples of typical job description activity areas.
The tendency when having to create or re-write job descriptions is to
under-estimate the strategic nature of the role and responsibilities, and to be
too detailed.
If writing your own job description, especially if you perform a wide range
of responsibilities in a small company, then try to be bold in the way you
describe what you do - use the sort of terminology that is found in senior-level
job descriptions - it is likely that you could have a similar type of strategic
responsibility without realising it or being recognised for it.
Doing this will help you and others to recognise, formalise and acknowledge
the importance of what you do, and therefore your value to the organisation. It
will also suggest several ways in which you could grow and to develop (into) the
functions involved, and also indicate ways that the responsibilities activities
can be developed, whether you do them or not, although you may be surprised at
the high level of your own influence to drive and decide these decisions.
Empowerment is often what you make it.
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