the municipal secretary desktop reference manual - Southwestern ...

PERSONNEL MANAGEMENT STANDARDS
FOR SMALL MUNICIPALITIES
FACTOR:
RECRUITMENT AND SELECTION PRACTICES
Standards
1. Before filling a position, the hiring authority has reached agreement on the duties,
responsibilities, expectations and qualifications for the job. This takes the form of a
written job description which outlines, among other things, the following:
a. The principal and secondary duties and activities associated with the position.
b. Supervision given. To whom does the employee report? What is the frequency of
supervision?
c. The amount of discretion and independent judgment required.
d. Education and experience required.
e. Knowledge, skills, and abilities needed.
f. The nature of any contacts: the public, department heads, elected officials.
g. Physical demands of the job, with attention to the provisions of the Americans With
Disabilities Act.
Commentary
There are significant advantages to a well developed job description. The process forces the
governing body/appointing authority to reflect of what is needed, and what is a realistic set of duties
and responsibilities for a single position. This is especially important for small local governments
where an employee might be expected to undertake several diverse tasks. A good job description
also serves as an important recruitment tool. It permits management to gage job requirements
against qualifications of applicants.
2. Whether full-time or part-time, there is a maximum effort to attract the most qualified
individuals, who meet the qualifications outlined in the job description, to fill
municipal jobs. This effort includes:
a. Publicly advertising all positions to be filled, noting the principal requirements of
the job.
b. Where more than one qualified applicant applies, basing selection on a fair
determination of who is best qualified, whether through a written or oral
examination, an evaluation of background and experience, or a combination of the
above.
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