The End of the Job Description: Shifting from a Job-Focus to by Tim Baker

By Tim Baker

Makes activity descriptions healthy for objective – and never a method pushed waste of time

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Extra resources for The End of the Job Description: Shifting from a Job-Focus to a Performance-Focus

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Training programs that build non-job competencies, such as team development, are more prevalent than they once were, but less prominent than job competency development. Technical training designed to improve job-specific competencies has been the conventional approach to employee development since the birth of industry. Training with this technical orientation helps employees develop their skills-set to do their job with more capability. Although technical training is unquestionably essential, companies and employees need more than technical skills and know-how to survive and prosper in the rapidly changing marketplace.

For instance, the successive position may require extensive informal contact with many internal and external stakeholders; although this may not be explicitly stated in the job description. Someone occupying an internal service position, for example, such as a financial administration officer, needs to liaise with many people about a variety of situations 43 The Harmful Impact of the Job Description on HRM and matters. For a position of this nature, being able to work with and through an extensive array of people is an important non-technical competency.

The job analysis movement of the 1940s was the catalyst for the development of the job description. Jobs were originally designed based on analyses that focused solely on the tasks that needed to be done. ” The limitations of the task-based format of the job description and the advantages of strategically aligning HR functions in the business, has prompted the inclusion of competency information. 8 Integrating the organization-specific dimension into the work document produces what is referred to as the third generation role description.

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