CREATING A JOB DESCRIPTION – CLARITY AND PURPOSE
Why is having a job description for an associate important?
- It is a framework for getting tasks completed.
- It provides the basis for training a new associate.
- It provides a basis for measuring and evaluating performance for both the company and for the associate.
- It helps the associate develop a sense of how they fit into the organization, who they report to, and what is expected of them.
- It helps to alleviate anxiety by providing a sense of clarity and purpose to a new associate.
For many years this reasoning was one of our building blocks for the success of our organization. Do you need to have job descriptions, many companies do not, but if you want to excel, then consider using them.
Things that are common to all good job descriptions:
- They are the result of conscious planning and modification
- They are the basis for recruiting: the job posting, the interviewing, the selection, and the training.
- They allow for growth of the individual
- They are a living document, not something that is static, they evolve as the person, the company, and the workplace evolves.
- They are the basis for regular performance conversations as a two way discussion on how the associate can improve but also how the company can improve.
- They are realistic.
This is the model that we used for our staff, you can add or subtract as you chose, and it is simply a place to start.
JOB TITLE: There was a time I thought titles were important and for some people they still do, try to pick something that ties to the function, that conveys the duty and responsibility, but that also doesn’t create a “false sense of power”.
Until recently I was a Vice-President/Store Manager, I found that when dealing with customer’s I tended not to use the “Vice-President” title because it implied that they was someone higher than me, whereas if most people thought I was the Store Manager, that kind of implied that they were dealing with the top person, which is what the owners wanted, they did not want to have to deal with the day to day issues.
WHO THE POSITION REPORTS TO: This is a key point, there should be ONE DIRECT PERSON that your new associate reports to regardless of the size of the company. In senior positions, I understand the need to perhaps have multiple reports, but my experience has been, if someone reports to a committee, they will be pulled in multiple directions and not only will they be frustrated and not as productive as they want; chances are some if not all of the committee will be unhappy with the performance as well.
WHAT ARE THE TASKS AND RESPONSIBILITIES: What do you want them to do, be specific and make sure that you give them the proper training and then give them the latitude to do their job?
I was the Store Manager for almost 27 years in my last position, during that time I really did not have a job description, I joked that it was “whatever needed to be done” and for the twenty years I reported to one of the best franchise owners ever, Bruce Beattie, it worked quite well because he gave me the latitude to work and we talked every day. When we retired, it was a different story. For most people, especially in the beginning clearly layout what you expect from them, you will be happier with the results and they will not be frustrated.
For example, here is a segment of the tasks and responsibilities for an Assistant Store Manager from a job description we used a few years ago.
ROLES AND TASKS OF THIS POSITION
- To answer the questions for sales associates, service associates, office associates, and warehouse associates; that arise as a daily part of them doing their jobs..
- To support of the other Managers to fulfill their mandates of speaking with one voice as it relates to our core values of Customer Service, Productivity, Profitability, Cost Management, and Human Relations.
- It is also vitally important that the ASM communicate with the other Managers before, during, and after their shifts.
- To attend and participate in our daily Sales Meetings, our weekly Update Meeting (for key associates), our Marketing, Service, and Warehouse meetings.
- To assist in training and in preparation of regular associate performance conversations.
WHAT ARE THE IMPORTANT SKILLS AND ATTITUDE THAT THE JOB REQUIRES?:
Using my own experience as an example, below are some of the things that we would use when hiring an associate, whether a supervisor or none supervisor.
- Calm and poised in moments of chaotic activity, retail is an industry of extremes, sometimes an hour can happen with no activity and then in 10 minutes a wave of activity and anxiety can happen and your ability to keep everyone on task will be key.
- A problem solver who can make decisions rapidly following a “ready, aim, shoot” philosophy who asks: “What are the facts, what are the alternatives, and then makes the best decision they can.”
- A “How can we make this work” thinker as opposed to a person who is unbending and inflexible.
- To have and improve your knowledge of the Home Furnishings Business, you will be expected to know and understand:
- Pricing for all product lines
- Know where to look or who to call for product availability
- Understand our computer system and those on-line resources of our major suppliers
- A thorough understanding of our systems and processes for: delivery, customer service, merchandising, on-boarding and training, health and safety.
- A leader, a leader doesn’t have to necessarily supervise people, sometimes anyone can be a leader because of their work ethic, the example that they set, the way they work when none is watching them.
- Experience with supervising and managing people with dignity, respect, and in keeping with the goals and vision of the organization.
COMPENSATION/PERFORMANCE MEASUREMENT
What is the base salary, if it is salary, how many hours per day and per week do you expect.
Is over-time paid or expected, yes I know what the laws are; however, there is usually a gap, particularly with some employers.
Is there a cost of living provision? If not there should be.
What are the bonuses? Are they clear? Are they achievable? Who measures them? And they should be sometime the associate has control over.
For example, This full time position is based on a $35,000 annual salary with a bonus plan to achieve an additional $10,000. The bonus structure is built around four $2,500 bonuses calculated quarterly and are based on measurable store performance levels:
1. Did the store achieve the targeted sales for the time period (divide into 4 quarters, if the store achieved the goals in each quarter then 25% of the bonus is earned for each quarter)
2. Did each sales associate achieve the minimum target for Value added products (VAPS = fabric care, leather protection, and the combined appliance-electronics) (divide into 4 quarters, if the vaps were achieved then 25% of the bonus is earned for each quarter). All associates would be required to meet the minimum targets for this bonus to be paid.
3. is the store properly tagged for each promotion, subject to a spot check by the Store Manager in each quarter (if yes then 25% of the bonus is awarded for each quarter). Specifically all in-stock items are properly tagged during the course of each promotion.
4. Has the store received any negative GOOGLE reviews during each quarter, if No then 25% of the bonus is earned during that time period.
TRAINING: Clearly layout out your training plan for the position and the associate, as mentioned earlier this should be a living document that changes and evolves as the position changes and evolves.
Some place in the job description, a section should allow for duties to be added and subjected as the organization changes and evolves.
PROBATION: What is your organizations policy, when should the associate expect reviews. Typically most businesses use a 90 day probation period, I have seen 6 months, whatever it is your new associate deserves to know.
For probationary reviews, my suggestion would be to ask at the end of the first and second days for just informal conversation, look for frustration as a sign that they may be an issue with your training or their understanding. After the first week, after the first month, and then monthly until their probation is ended.
HAVE THEM READ THE JOB DESCRIPTION, REVIEW IT FOR CLARITY, and THEN YOU BOTH SIGN IT. This is a key point, they may interpret it differently than you, you owe it to them and to your organization to make sure you are both on the same page.
If you do all of this, will there still be issues? Yes, because there always will be, but you will have fewer than if you don’t have a clear and concise job description.
Good luck, looking after people effectively is not a destination, it is a journey.