problems with job description

It is not location specific.

 

Companies often attempt to write a job description to cover all workers doing essentially the same type of work. But such an approach may lack vital, if subtle, differences. For example, different department heads in an organization may have essentially the same types of basic responsibilities, but specific tasks, time spent in various areas, and activity priorities may differ substantially from one manager to another. One department manager may be burdened with routine and planned work, while others spend more time on spontaneous execution and problem solving. Job descriptions should reflect the unique character of each position and not attempt to fill too many different positions. If this is not done, the job description does not accurately reflect the actual design of the job.

problems with job descriptions

Be descriptive rather than prescriptive.

 

Job descriptions are often prepared retrospectively, after the job has been designed, and are largely prepared with data submitted by the incumbent. The result: an image of what it is rather than what it should be. Managers at all levels should be involved in the preparation of the job description to verify the design and ensure that the work being done is in the best interest of the organization. Job descriptions should prescribe what should happen. Periodic performance reviews should compare what is happening with what should and should lead to adjustments when discrepancies are found. Too often, companies let jobs become "established products" - jobs that are consistent with the interests of the incumbent rather than the interests of the organization.