Here are questions you might have in mind about Results-Oriented Job Descriptions, including how and where they might be used.
- What is a results-oriented job description?
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A results-oriented job description focuses on the result that must be accomplished first, and then adds the tasks or duties that must be performed in order to accomplish the result. For emphasis, we use a three-line structure, with the results in BOLDFACE CAPITAL letters, as in this example:
- Result: PREPARES MACHINES FOR PRODUCTION by
- Duty/Task: positioning and securing dies, stops, guides, and turntables; setting and adjusting controls.
- How is a results-oriented job description different?
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Most job descriptions only list the duties that must be performed, such as, “Answers the telephone.” A results-oriented job description more importantly describes what that duty must accomplish:
- HELPS CUSTOMERS by
- answering the telephone.
- What are the elements of a job description?
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The elements of a job description are:
- Job Title
- Department
- Job Purpose and Summary
- Essential Functions
- Per Cent of Time Expected for Each Essential Function
- Date Written
- Approving Authority
- Employee Acceptance Signature
You can add other information, if you wish, such as,
- Fair Labor Standards Act (FLSA) status
- Salary
- Job Evaluation Grade
- and similar job-related information
- What is the difference between a job result and a job duty/task?
- The result is an outcome, effect, consequence, or payoff. A job duty or task is an activity, a step, procedure, protocol, or action. A job result is what is produced by performing a job duty or task. For example, a job result would be the REPORT submitted by an employee; the duty would be the collecting, analyzing, and summarizing of data to complete the report.
- Result: PREPARES REPORTS
by
- Duty/Task: collecting, analyzing, and summarizing data
- Why is a results-oriented job description important?
- If, as in a typical job description, all you tell an employee is, “Answer the telephone,” then the moment the telephone is answered, the job responsibility is fulfilled. But we all know that the reason we want the telephone answered is to “HELP CUSTOMERS.” The value of a results-oriented job description is its structure to help employees understand the big-picture purpose of why tasks are important.
- What does a results-oriented job description responsibility (RESULT) statement look like?
- Responsibility (RESULT) statements are always printed on three lines to demonstrate the difference between results and duties. The first line states the result in BOLDFACE CAPITAL LETTERS to emphasize the importance of the focal point. The second line states the connecting word “by.” The third line states the duties that are performed in order to accomplish the result. For example:
- HELPS CUSTOMERS
by
- answering the telephone.
- How do you use a results-oriented job description?
- The main point of a results-oriented job description is to focus employees on the results you want accomplished. Sure, duties/tasks are important because nothing gets done unless they are performed, but people can easily get lost in details and forget why they are there. Use the focus on results to make sure employees understand—and remember—why they are in the job.
- Why should I have a job description in the first place?
- You can’t expect employees to understand what they are supposed to accomplish unless you tell them. Job descriptions define what job results the organization needs to have accomplished by employees in order to fulfill its mission, values, goals and objectives. Telling employees what the jobs are all about is just not as dramatic as sitting down and going over a piece of paper that organizes and specifies job responsibilities.
- How does a results-oriented job description help solve Americans with Disabilities Act (ADA) issues?
- Results-oriented job descriptions focus on outcomes, that is, what you get as a result of performing job duties (methods). If the job description states, “Pushes delivery cart,” the only way that items can be handled is to push the delivery cart. If, on the other hand, the job states, “Delivers items,” then the door is open to accommodating different ways to get the items delivered—such as, allowing the employee to pull the delivery cart attached to her wheelchair. The switch in focus from duties and tasks to results and outcomes opens the door to wholly new work methods.
- How do you state qualifications for a job?
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We suggest using the hard work you’ve put into describing responsibilities by merely adding a statement at the end: “Job qualifications are stated in the Essential Functions of the job description. An employee must be able to accomplish the Essential Functions in order to be competent in the job.”
In the few cases where the Essential Functions are not specific enough, add this statement, “Other qualifications specifically required:” and then specify anything that is missing. For example, the responsibilities may require computer programming yet not specify the programming languages the job requires.
Don’t waste your time with a qualifications section at the end of a job description that either reiterates what is already stated in the results and duties or worse states the qualification less precisely. For example, if the job responsibility says, “interviewing job applicants,” then adding a qualification of “Must be able to communicate effectively,” or, “Must have considerable communication skills,” is no help whatsoever.
- How does a results-oriented job description change performance management?
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Typically, we ask, “How is she doing?” Instead, we should ask, “What is she accomplishing?” A recruiter, for example, may advertise job openings, advertise job openings, advertise job openings ad nauseum, which may be doing the job, but she is not accomplishing the desired result, which is to fill job vacancies.
With a results-oriented job description focusing on “FILLS JOB VACANCIES” instead of on advertising job openings, the orientation of performance management is changed. Keep your eye on the goal! Yes, do the tasks, use your competencies, but get the job done.
By the way, we believe that performance management must be tied directly to a job description—not to traits, values, or competencies.
- How does a results-oriented job description change compensation?
- If you want to pay for what you get, then you have to be clear about what you want. A results-oriented job description makes it very clear, in boldface capital letters, what is required for success, and then tells what steps need to be taken to fulfill expectations. Don’t just pay for doing; pay for accomplishing.
- How do competencies fit into a results-oriented job description?
- Competencies are qualifications—the knowledge, skills, and abilities needed to accomplish job description results. Competencies are inherent in the Essential Functions, for example, (competent to) “Write software programs.”
- Should there be a catch-all phrase at the end of a job description?
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Yes there should, but it should be more than the traditional: “Performs all other duties as required.” In our concept of a results-oriented job description, we think it’s important to explain why an employee might be asked to do something extra. So, we say:
- CONTRIBUTES TO ORGANIZATION SUCCESS
by
- welcoming related, different, and new requests; helping others accomplish job results.
You might prefer to explain your culture differently, such as:
- HELPS TEAM MEMBERS
by
- contributing to team efforts; finding new ways to help the team; learning new skills needed by the team.
- COMPLETES DEPARTMENT WORK
by
- pitching in to help other department members complete their assignments; troubleshooting computer glitches; acquiring new skills needed in the department.
- HELPS OUT WHEN NECESSARY
by
- remaining aware of the demands on others; volunteering to help without being asked; keeping track of approaching deadlines and speeding up processes.
- BOLSTERS TEAM WELFARE
by
- keeping aware of team members’ needs; offering support and assistance; finding ways to keep team members motivated.
- How can I write a job description for a new job if I don’t know exactly what the job will be?
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When you are not sure what you want to have accomplished in a new job, write a temporary job description. Mark it “TEMPORARY” at the top, and include a date when the temporary status will be re-evaluated.
Make sure that your employee understands and agrees with the temporary nature of the job and that responsibilities may change in the future. Schedule a review of the temporary job description each month to keep on top of this situation. Affirm, modify or change job expectations as necessary.
- Can you use a results-oriented job description to write a better résumé?
- Yes indeed. With a résumé, you want to sell prospective employers not only on the things you did, but more important, on the impact, outcomes, or benefits (the results) you produced. For example, you may have designed a new marketing brochure, which is an important talent, but more important is whether the brochure increased sales, or inquiries, or whatever the brochure was intended to accomplish. Employers know plenty about duties and tasks; what they are more interested in is the value of the role that you played by performing the duties and tasks—in other words, the results you produced.