How to write Job Descriptions and Role Profiles - Creative Leadership

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The job is usually described in terms of the purpose, responsibilities and key deliverables of the job, and the personal qualities required are described in terms of the knowledge, skills and behaviours that are necessary to perform the job well. Role Profiles provide clarity (both to those doing the job and to managers) on what is expected from people doing the role. They focus people's attention on the key factors required to deliver results. They provide information that enables: ★ A much clearer understanding of what the role holder is being asked to do. ★ More effective appraisal, against a clear benchmark. ★ More effective recruitment, against clearly specified requirements linked to business objectives. ★ More effective development of people, focussing learning on the areas that will bring most business benefit. ★ More effective promotion and career development, where people can see what they need to do to fulfil a future role, and in turn the organisation can assess people's capability more accurately. Key benefits businesses gain from using Role Profiles as opposed to Job Descriptions include: ★ Increased effectiveness from jobholders who are more focussed on what success looks like in their role. ★ Reduced recruitment and retention costs, with people better matched to role requirements. ★ Reduced training and developments costs, with learning targeted on activities with defined business benefit. ★ More successful promotion decisions. ★ Fairer, simpler and more transparent grading structures. Producing a Role Profile If you need to produce a new Role Profile, it should be clear, concise and include the following: Job Description Job title Reporting line Job purpose Key accountabilities A named role and location. The job title should communicate the function and status of the job. The person to whom the individual will be reporting. It is important that this is clarified particularly where there may be more than one reporting line for different issues. A simple statement to identify clearly the objective of the job. This details what actually needs to be done. The duties and expected outcomes. Knowledge/experience/skills This section is used to identify the overall expertise needed to perform the job to the required standards for example: Knowledge of specific procedures (e.g. computer systems and software for an IT programmer) Experience in working with Microsoft packages www.creative-leadership.co.uk 01202 853647 Join | Grow | Move On Page 2
The skills to apply computer knowledge, skills to work as part of a team Person Specification Qualifications Academic/vocational/professional. Outline the minimum requirement for the jobholder and what is ideal. Work Experience The amount of experience in a specific environment at a specific level Knowledge Specific background/essential knowledge needed to do the job i.e. working practices Skills/Abilities Skills and abilities required that are specific to the role i.e. numerical/verbal/communication It is recommended to identify a minimum level of skill and also a maximum level of skill to indicate development Personality/Motivation What motivates the candidate is the role likely to restrict someone who enjoys working with people if it is one which has limited contact with others. Circumstances Availability/mobility i.e. is the candidate able to work the hours required, or can they travel to the work location. Competencies/Behaviours A description of which core competencies are required for the job It is also useful to identify: ★ The essential criteria (skills, experience, attributes) which must be available to undertake the job ★ The desirable criteria (other abilities, attributes, further experience), that would enhance the quality of the candidates. This should outline your 'ideal' candidate for the vacancy. Candidates who don't have the essential criteria should be rejected at application stage. While the desirable criteria are not essential, they may enhance the quality of the candidate and this may be useful if you have a number of good candidates. You should ensure that candidates meet the benchmark in the competency based assessment when you shortlist, and that you can evidence objective recruitment decisions have been made. Attached is a suggested template to help facilitate your new role profile. www.creative-leadership.co.uk 01202 853647 Join | Grow | Move On Page 3
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How to write Job Descriptions and Role Profiles - Creative Leadership

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