Many so-called job descriptions try to incorporate performance expectations - quantity, quality, timeliness and cost criteria - with defined performance standards. Some companies have adopted these performance-oriented descriptions in order to improve the value of their job descriptions. But performance criteria - ways of measuring one's work are not part of the job design and are therefore best left for a specific performance appraisal tool - perhaps attached to the job description but separate from it.
It is especially common to practice personal skills
and the necessary skills, abilities and knowledge in the job description.
This is vital to getting the right people for the job,
but it is a description of the type needed for the job and not job
descriptions. Again, there can be considerable excellence in linking the
personal information to the job description, but the distinction between the
job description and the personalities should be clear. They are not the same
thing.
A relatively recent development that adds to the
confusion in writing job descriptions is to incorporate skills, knowledge and
abilities that one should become proficient at work. This practice has a useful
purpose - to show current or potential employees how they can expect progress
during their work, which helps to chart the career change path - but that
information should not be condensed into the job description. A special
document with the job description can help to clarify.
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