Mhr-com-podcastsost job descriptions I see are just awful. The reason? They focus on input instead of output. That is, they tend to address all of the things that an employee is responsible for doing, (activities,) and fail to center on what is important—the outcomes they are producing, (results.) The implication of this is that way too many employees view their jobs as taking actions instead of creating results.(The lone exception here is the occasional job description for a sales position that indicates that the seller must “close business,” or “make sales.” Even then it is usually a vague reference.)

Scan job descriptions on the internet, and you’ll find them filled with items like qualifications, requirements, duties, tasks, skills, processes, responsibilities, key actions, and activities—lots of doing sorts of things. But if you want to create an organization where every employee acts like an owner and gives their best effort to bringing the company strategy to life, you have to get a results-focus in your job descriptions.

To ensure a concentration on results, your job description really only needs three elements:

  1. objectives to be achieved—we aren’t talking about things to do here, but tangible business outcomes;
  2. measures of success—how you are going to track progress; and
  3. expectations of performance—complete with rewards and consequences.

Here is an example of activity focus that I pulled straight from a job posting for a call center agent.

  • Obtains client information by answering telephone calls; inter- viewing clients; verifying information.
  • Determines eligibility by comparing client information to requirements.
  • Establishes policies by entering client information and confirm- ing pricing.
  • Informs clients by explaining procedures; answering questions; providing information.

This really provides nothing but a list of tasks and inputs. I can imagine the employee on the phone mindlessly checking the box on these specific chores. If this were a results focused job description it would sound more like this.

  • Creates a positive client experience while effectively qualifying all inbound calls received.
  • Achieves the standard of finishing 80% of client profiles complete with pricing confirmations.
  • Maintains a client conversion rate of 55% of inquiries in order to reach on target compensation.

See the difference. This employee has a much clearer path to out- comes and goals along with established performance expectations. The words are important. They inform behavior and guide action. But too many of you are spending time over-thinking all of the means and not enough time thinking about the ends.

Lower-level staff people can’t do this either. It has to be done by senior leaders of the business who have the responsibility for achieving these results. They are the only ones who can draw the clear line of sight from the job description to the desired business outcomes. Talent Management professionals can create value here by collaborating with those executives in guiding the process.

One common refrain I hear from my clients in companies both large and small, is that they want people in their company to behave in some way differently than they are now. The reasons vary, from a desire for fiscal responsibility, an improved service level, more effective products, or some other improved condition. Of course, it takes more than a job description to drive this change but it makes for a good place to start.

Take a look at the job descriptions for the key roles in your company. Are they outcome focused and results oriented? Or are they task driven with ambiguous objectives? If they are the latter, its time to dedicate effort to redefining your expectations of your people in terms of results—that’s the only way you will get them.

Edinger Consulting