Job descriptions are the foundation of many key activities in HR, but most organizations treat the creation and maintenance of job descriptions as an ad hoc process, driven by an immediate need to recruit or retain. In this discussion Melissa Tessendorf will talk about best practices for creating and maintaining job descriptions and how job competencies can provide a more strategic overall approach. This session will cover: Best practices for writing job descriptions. Who should be responsible for initiating the process and who should do the writing? The differences between recruitment-focused job descriptions and job descriptions for HR. How to avoid common job description writing mistakes. Why critical competencies should be incorporated into the job description. How the entire organization can benefit from a job descriptions enhanced with critical competencies. How technology can assist.

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2. Speaker: Melissa Tessendorf
Head of Professional Development
Kenexa, an IBM Company
Moderator: Kellye Whitney
Associate Editorial Director
Workforce Management magazine

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6. Moderator:
Kellye Whitney
Associate Editorial Director
Workforce Management magazine

7. Speaker:
Melissa Tessendorf
Head of Professional Development
Kenexa, an IBM Company

8. TRANSFORMING JOB
DESCRIPTIONS FROM TACTICAL
TO STRATEGIC
Melissa Tessendorf
June 25, 2013
To us, business is personal

9. Copyright Kenexa®, 2011 9Copyright Kenexa®, 2012 9
AGENDA
• INTRODUCTION
• JOB DESCRIPTIONS SO FAR
• JOB DESCRIPTIONS LOOKING FORWARD
• DEVELOPING A COMPLETE JOB DESCRIPTION
• BEST PRACTICE SUMMARY
• QUESTIONS

10. JOB DESCRIPTIONS SO FAR

11. Copyright Kenexa®, 2011 11Copyright Kenexa®, 2012 11
TRADITIONAL
PURPOSE OF A
JOB DESCRIPTION
• Regulatory, Legal
– ADA, FLSA, EPA, SEC, TJC…..
• Job Postings
– Why work for us? What we mean by an Accountant:1
• Survey Matching
– What does the survey define as an Accountant:1 as and is that
the same as ours?

12. Copyright Kenexa®, 2011 12Copyright Kenexa®, 2012 12
TRADITIONAL
STAKEHOLDERS
• General Counsel
• Hiring Managers; Recruiters
• Compensation Managers and Analysts
• Employees?

13. Copyright Kenexa®, 2011 13Copyright Kenexa®, 2012 13
WHAT’S A
JOB DESCRIPTION WORTH -
$5, $50 OR $5,000?
Attracting wrong applicants = wasted time and cost for selection,
assessment and processing. How many people do you interview and not
hire?
Improved onboarding effectiveness = Achieve initial goals quicker
Sales = more sales sooner/few losses
Quality = shorter role familiarization time = increased performance
Focused activity = greater productivity
More accurate marketing pricing = optimized salary budgets.

14. Copyright Kenexa®, 2011 14Copyright Kenexa®, 2012 14
PUTTING IT
ALL TOGETHER…
Acquiring talent: Cost of a poor hire: $300K-$500K
Engaging talent: Rate of efficiency at which most businesses operate
because of poor engagement: 30%
Developing talent: Average time required for a new manager to become
productive: 6 months consider that the # of employees the average
manager’s actions impacts is 12
Deploying/Assigning talent: Percentage of a company’s employees who
are well-suited for their roles: 20%
Retaining talent: Cost of losing a talented employee: $250K - $500K
Evaluating talent: The value of a top performer is 2-4x the performance of
average employees
Imagine if companies did this better…
(an HCI consolidation of data)

15. Copyright Kenexa®, 2011 15Copyright Kenexa®, 2012 15
application Use
Executive Presentation
of Research Results
Training and Rollout
Continued Research on
Instrument
application Development
Research Instrument
Development
Concurrent Validation
Study
Final Instrument
Development
Job Analysis
Stakeholder Interviews Focus Groups
Job Analysis
Questionnaire
DEVELOPMENT
PROCESS

16. Copyright Kenexa®, 2011 16Copyright Kenexa®, 2012 16
JOB MANAGEMENT:
WHY DON’T WE
DO IT ALREADY?

17. JOB DESCRIPTIONS
LOOKING FORWARD

18. Copyright Kenexa®, 2011 18Copyright Kenexa®, 2012 18
DEFINING A
JOB IN 2012
Job Descriptions
Roles and Responsibilities
Job Requirements
Key Tasks
Value
of the Job
Job – Specific
Competencies
Who writes them? Who owns them? How are they managed?

19. Copyright Kenexa®, 2011 19Copyright Kenexa®, 2012 19
TODAY’S
STAKEHOLDERS
Job Definition
Career &
Succession
Planning
Learning &
Development
Risk
Management/
Legal
Recruitment &
Selection
Workforce
Planning
Compensation
Performance
Management
Employees?

20. Copyright Kenexa®, 2011 20Copyright Kenexa®, 2012 20
DEFINING
A JOB
Job Descriptions, Job Value
and Competencies
Business
Results
20
Performance Management,
Coaching, Goal Setting,
Assessment, Succession Planning
Employee Development, Advancement,
Compensation Planning, Affiliation and
Engagement
Talent
Profile

21. DEVELOPING A COMPLETE
JOB DESCRIPTION

22. Copyright Kenexa®, 2011 22Copyright Kenexa®, 2012 22
JOB DESCRIPTION
APPLICATIONS
Job Definition
Understand | Measure | Improve
Learning and Development
• Identify areas of development;
• Align resources to business
strategy.
Succession
• Identify and prepare
succession
candidates.
• Establish expectations
for progression.
Recruitment
• Match candidates to
positions based on
experience and skill.
• Establish competency
requirements for ‘new
hires’.
Performance Management
• Provide a clear understanding
of what ‘good’ looks like.
• Provide a basis for
performance discussions and
coaching and feedback.
Resource Management
Career Planning
• Provide a career planning
framework that aligns to
company objectives and
career aspirations.
• Assign employees to project teams
based on critical requirements.
with a small ‘a’

23. Copyright Kenexa®, 2011 23Copyright Kenexa®, 2012 23
WHO SHOULD BE
INCLUDED
• Who Drives Development?
• Who Provides Input?
• Who Reviews and Approves?
• Who Maintains It?

24. Copyright Kenexa®, 2011 24Copyright Kenexa®, 2012 24
WHAT SHOULD
BE INCLUDED
• Principle duties and
responsibilities
• Critical
Competencies
• Reporting
Relationships
• Job Level
• Job Grade
• Minimum
Qualifications
• Exemption Status
• Working Conditions
• Disclaimer
• Job Title
• General Summary
General
Descriptive
Information
Legal/ Risk
Management/
Regulatory
Oversight
Talent
Acquisition/
Evaluation/
Development
Organizational
Structure/
Compensation

25. Copyright Kenexa®, 2011 25Copyright Kenexa®, 2012 25
GENERAL DESCRIPTIVE
INFORMATION
• Job Title
– Simple, Descriptive
– Functional
– Gender Free
• General Summary
– High level
– Purpose of the role

26. Copyright Kenexa®, 2011 26Copyright Kenexa®, 2012 26
LEGAL AND REGULATORY
INFORMATION
• Minimum Qualifications
– Education
– Experience
• Exemption Status
– Exempt
– Non-Exempt
• Working Conditions
• Disclaimer
– “Other duties”

27. Copyright Kenexa®, 2011 27Copyright Kenexa®, 2012 27
COMPENSATION
• May include
– Reporting Relationships
– Grade and Job Level
– Career Ladder
– Compensation opportunity (with limited access)
• Communicates
– Relationship to other jobs within the organization and to the
external market
– Development and Career planning opportunities

28. Copyright Kenexa®, 2011 28Copyright Kenexa®, 2012 28
DUTIES AND
RESPONSIBILITIES
• Include Essential Functions
• Interview Managers High Performer Input
– What are the 4-6 broad areas of responsibilities for this job e.g.,
client service, technical, operations, market development,
admin?
– What are the specific responsibilities within those areas?
– What are the key tasks supporting those responsibilities?
– What are the key measures of success?

29. Copyright Kenexa®, 2011 29Copyright Kenexa®, 2012 29
COMPETENCIES
• Critical to the role
• Defines what good or target performance looks like
• How I do my job

30. Copyright Kenexa®, 2011 30Copyright Kenexa®, 2012 30
COMPETENCIES
Leadership Competencies
Functional/Job Specific Competencies
Finance&
Accounting
Core organizational Competencies
Purchasing
&Payables
Research&
Development
Credit&
Collections
Information
Technology
Innovation
Alignment
Business
Analysis
30

31. Copyright Kenexa®, 2011 31Copyright Kenexa®, 2012 31
COMPETENCIES
Competency Innovation
Definition Develops new ideas and initiatives that improve the organization's performance.
Level 1:
Basic
Understanding
Suggests better ways of completing own work.
Demonstrates the ability to generate ideas organically or in a brainstorming session.
Supports innovations that are introduced by team leaders and managers.
Seeks help to shape ideas into workable proposals for change.
Level 2:
Working Experience
Seeks new or non-traditional ideas to improve effectiveness in own area of responsibility.
Participates in efforts to develop ideas generated by team members.
Seeks applicable new ideas and approaches.
Surfaces ideas from other groups that have applicability to the team.
Helps develop implementation plans for introducing innovations to the group.
Level 3: Extensive
Experience
Encourages exploration of non-traditional ideas from team members.
Seeks new or non-traditional ideas to improve effectiveness in team's area of responsibility.
Fosters a team culture that encourages exploration of non-traditional ideas.
Guides team members in the development and fulfillment of proposed innovations.
Develops change initiatives that target improvement of significant organizational capabilities.
Implements strategies for renewing or deepening change efforts.
Level 4:
Subject Matter
Depth
and
Breadth
Introduces new perspectives and information to the team in order to stimulate innovation and change.
Supports new ideas and technologies that produce competitive advantage.
Shares best practices and benchmarks of excellence.
Provides ongoing sponsorship for innovation programs and change initiatives.
Mentors team to question established practices and propose innovations.
Leads a continuous cycle of innovation that incorporates feedback to improve future initiatives.

32. Copyright Kenexa®, 2011 32Copyright Kenexa®, 2012 32
COMPETENCIES
Job Family Name
Software
Engineering
Software Field
Support
Software Product
Quality Management
Job Family Description
Design, development,
delivery, and
enhancement of software
products, systems and
platforms.
On-site and remote
customer support for
installation and operation
of company's software
products, systems, and
platforms.
Quality management, quality
assurance, quality control,
testing and compliance services
for software products, systems
and platforms.
2 Senior Management
Strategy formulation; Vision
implementation; Operational
responsibility; Cost and risk
management; Enterprise view
Software Development
Director
Field Service Director Quality Assurance Director
3 Management; Senior Level Consulting
Functional, technical or process
leadership; Management of
multiple teams; High complexity
and ambiguity; Tactical
responsibilities
Software Development
Manager, Group
Field Service Manager,
Region
Quality Assurance Manager,
Group
Software Development
Specialist, Master
Field Service Specialist,
Master
Testing Manager, Senior
Quality Assurance Architect
4 First Line Management; Sr Professional

33. Copyright Kenexa®, 2011 33Copyright Kenexa®, 2012 33Copyright Kenexa®, 2012
IDENTIFYING
OPPORTUNITIES
ACROSS THE FUNCTION
Sample Competencies
Target Proficiency
Level
Software Developer
Specialist, Master
Target Proficiency
Level
Testing Manager,
Senior
Jim's Current
Proficiency Level
Knowledge of Organization 2 2 2
Products and Services 3 3 3
Earned Value Management 3 3 3
Software Development 3 3
RAD (Rapid Application
Delivery)
4 4 4
Extreme Programming (XP) 4 3 3
IT PROJECT
MANAGEMENT
3 2 3
INFORMATION SECURITY
MANAGEMENT
3 2 2
Configuration Management 3 2 3
ISO 9000-3 3 1 2

34. Copyright Kenexa®, 2011 34Copyright Kenexa®, 2012 34
JOB LEVELING
ORGANIZATION
AL FUNCTIONS Information Technology
Job Family
Names
Software
Engineering
Software Field
Support
2 Senior Management
Strategy
formulation;
Vision
implementation;
Op responsibility;
Cost and risk
management;
Enterprise view
Software
Development
Director
Field Service
Director
3 Management; Senior Level Consulting
Functional,
technical or
process
leadership;
Management of
multiple teams;
High complexity
and ambiguity;
Tactical
responsibilities
Software
Development
Manager,
Group
Field Service
Manager,
Region
Software Dev.
Spec, Master
Field Service
Specialist,
Master
Oil & Gas Industry
Exploration Production
Exploration
Director
Production Director
Geoscientist
Manager
Drilling Operations
Manager
Exploration
Manager
Oilfield Manager
Geophysicist
Production
Engineer
Reservoir Engineer
(Exploration)
Reservoir Engineer
(Production)
General Corporate Functions
Compensation and
Benefits
Human Resources
Benefits Director
Human Resources
Director
Compensation and
Benefits Director
International
Human Resources
Director
Compensation and
Benefits Manager
Health and Safety
Manager
Compensation
Manager
HRIS Manager
Corporate
Insurance Manager
Human Resources
Consultant, Senior
Executive Comp
Manager
Recruitment
Manager

35. BEST PRACTICE SUMMARY

36. Copyright Kenexa®, 2011 36Copyright Kenexa®, 2012 36
IN SUMMARY
• Key Activities with Job Descriptions as the Foundation
– Assessments
– Performance Evaluations
– Development Plans
– Career Paths
– Succession Plans
• Key Benefits
– Compliance and risk management
– Improved performance and development discussions
– Internal equity supported
– Jobs aligned with key business outcomes

37. Copyright Kenexa®, 2011 37Copyright Kenexa®, 2012 37
BEST PRACTICES -
DEVELOPMENT
• Consistent Format and Information: Template
• Common language: Education
• Addresses Context: application of content
• Clear and Concise:
• Key stakeholder involvement:

38. Copyright Kenexa®, 2011 38Copyright Kenexa®, 2012 38
• Technology: Word, Excel or something that manages
it as an enterprise resource?
• Defined Process: Inputs, validation and outputs.
• Annual Updates
• Governance: Ownership accountable for all uses of
your job definition and execution
BEST PRACTICES -
MAINTENANCE

39. Copyright Kenexa®, 2011 39Copyright Kenexa®, 2012 39
• Version Control
• Job Title Proliferation
• Extraneous Information-Creative Writing
• Continued Alignment
WATCH OUT
FOR…..

40. Copyright Kenexa®, 2011 40Copyright Kenexa®, 2012 40
QUESTIONS?
Melissa Tessendorf
781-851-8340
mtessend@us.ibm.com

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