We have noticed increased downloads of these free relationship job descriptions. Maybe these can help you.

Click on Relationship Job Descriptions above on the right.

Managers continue to misjudge the distinction between the needs of the organization (requiring managership) and the desires of the people they supervise (requiring leadership). Moreover, managers are made to feel inadequate for not being more attentive to people; that is, not exercising enough leadership. Magazine articles and books that evangelize leadership are more likely to be describing managership. Thus, much of the “leadership development” industry is on the wrong side of the divide, and the word “leadership” is in danger of becoming meaningless.

[Listen to Podcast of article by Roger Plachy at http://www.astd.org/TD/ December 2009]

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You don’t have to follow the traditional writing sequence of current or most recent job first, then previous jobs in order.

More powerful and more relevant are the big accomplishments and talents you can offer an employer. You may choose to start with these.

Be sure to tailor each résumé to each potential employer.

Thinking about your career? Looking at different employment or training options? Identify new opportunities by browsing thorough our job titles and job summaries.

Our descriptions of jobs are different. They focus on results produced instead of duties and tasks.

Yes, the activities you performed are important. But what helps you more to land a job is to describe what you have accomplished in previous jobs or what you have been prepared to accomplish in training. Production is what employers value most.

Click here to view job categories: http://www.jrmi.com/category/list.aspx

When you have fewer people available to do the work than you have had in the past, you need to be clearer about job expectations for the organization to survive or prosper.

Job descriptions communicate job expectations. A Results-Oriented Job Description sharpens the communication by putting an end result as an exclamation point.

Don’t just tell people what you need them to do for the organization. Tell them what they need to accomplish in order to move the organization forward.

Focusing on organization results gets employees more involved in organization processes—and makes their contributions more meaningful.

The most basic business concept we have is: Show us good results in order to justify yourself.

The auto makers haven’t done this. Their business model is out-of-date. Oh yes, they gave customers what they wanted, but they shouldn’t have. Management should have been smarter. We don’t need all of the models offered. We don’t need last generation technology. We don’t need all of the dealerships and inventory. We don’t need bloated bureaucracies. And we don’t need the UAW wanting more and more of everything.

When cars replaced horses, carriage makers and horsewhip makers went out of business. Sure, business is more complex than a century ago, but get with the times.

Not only do the auto makers need to be clear about the results they propose, they need to propose the right results.

In economic tough times, which employees get to keep their jobs? Layoffs have traditionally aimed at employees with little seniority. Or maybe senior employees who are at the top of their pay scale.

Now, performance is what counts. And not just performing job tasks, all of the things that need doing, but actually accomplishing job results. “I did everything you told me to do, boss.” “But you missed opportunities here, and here, and here. You didn’t look up from your job duties and see the big picture.”

Organizations need employees who see where their job fits in terms of the larger scheme. “That’s not my job” is definitely out.

Organizations can teach employees to think more broadly by focusing jobs on the RESULTS THAT NEED TO BE ACCOMPLISHED and then specifying the duties that must be performed in order to accomplish the results.

What a wonderful basis for a performance appraisal.

Pay executives only for what they accomplish. Start with doing away with incentive packages as they are presently designed. Forget about “motivating” the results the organization needs or desires. Incentive package formulas, if they are to be correct, have to be complicated beyond calculation to take into effect all of the variables.

Because executives operate at a strategic level—five, seven, ten and more years—make pay adjustments retroactively over these time frames to maintain fairness to the executive and to the organization.

Certainly, executives should command big salaries; they have big jobs. They make far-reaching decisions, much more so than technicians, professionals, administrative staff and operatives. O.K., as a base, give them more for the bigger demands but not for lousy results.

Dog psychologists, kitty counselors, painting authenticators, and consultants for horse saddles, kosher certification and feng shui. So, what do these people do?

That’s not what to ask. Better to ask them what they will accomplish for you. What is the result that you want from them?, and then define it.

It’s undoubtedly fascinating to let them tell you how they are going to approach their assignment, but it will be more valuable to you to understand what they will give you at the end of their assignment.

Our friends used a kitty counselor when they introduced a third cat into their family. In a results-oriented manner, the counselor’s job description is:

INTEGRATES NEW CAT INTO FAMILY

by

analyzing current and new cat behaviors; evaluating change options; recommending change strategies and tactics; evaluating outcomes; recommending adjustments.