YOU WERE LOOKING FOR: Chapter 10 Skills And Applications Answers
They define the position for the organization, for potential applicants, and legally. If there's any question about whether a staff member is actually doing her job, or being asked to perform duties that have nothing to do with her position, the job...
If someone's not doing her job, the job description can become an important tool in helping her to improve. Being able to refer to a list of specific duties and responsibilities makes it easier for a supervisor to get across just where and how a...
Organizations often have to include job descriptions in proposals for new programs or positions. Sometimes, the act of composing the job description changes the whole course of the proposal, as people realize that they can use a position in ways they hadn't considered, or that what they had originally conceived was, in fact, unworkable. A job description can sometimes serve to define a whole program. Having a clear job description and selection criteria will help you write the copy to advertise the position, and will make the interviewers' task easier as well. If interviewers have a clear understanding of the tasks of the position, they can be much clearer about how to find out whether an interviewee can perform those tasks. Most important, a clear job description and selection criteria make it more likely that you'll hire the best person for the job. If you know exactly the person you're looking for, and have a distinct picture of what you want her to do, you're much more likely to find her than if you're simply hoping someone good will turn up.
Preparing a job description While job descriptions and selection criteria are closely linked, it may make sense to work on the job description first, since that will help you decide what at least some of your selection criteria should be. A job description that includes administering medical treatment is unlikely to suggest hiring someone with a background only in heavy construction, for instance. On the other hand, there may be criteria that are important for any position you hire -- sense of humor, respect for the target population, commitment to social change -- which, stated or unstated, may be as important to you as the particular skills the staff person will need. We'll discuss this issue further later in the section. There are really three parts to the task of preparing a job description: Choosing the job title.
Developing a list, often bulleted or numbered, of specific duties and responsibilities that the position requires. Composing a capsule description of the position, including what it's meant to accomplish, requirements other than specific tasks e. This section may include wage or salary and benefit information as well. Choosing a job title It may sound like a small thing, but, in fact, the title you pick for the position can be very important in several ways.
First, it can serve to define the job clearly, both for the staff member and for others who deal with him. The choice of title may also have a lot to do with the way the person in the position is regarded in the community. A Director of Development may be more effective in the community -- getting phone calls returned, making appointments, being invited to sit on committees and boards -- than a Fund-Raiser or Grantwriter, even though all three titles may refer to exactly the same job.
By the same token, an Associate or Assistant Director may command more respect than a Director of Development, an Executive Director more than a Director. The perception attached to a particular title carries over to the person bearing that title. A better title -- one that implies more responsibility or authority -- can attract better candidates, even though the pay may be no different from that of a position with a "lesser" title. One of the reasons for this is that a job title can not only boost self-esteem, but it can also be helpful when a person applies for his next job, making it easier to get a more responsible position.
A job title, then, serves to define the position and to define the place of its holder, both in the organization and in the community. As a result, its choice demands some serious thought. For the sake of example, let's go through the process of developing a job description for a position that we've decided to call Community Health Educator. Developing a list of specific duties and responsibilities There are really two steps to generating a list of specific duties and responsibilities. The first is to define the basic elements of the position i. The second is to then identify the specific activities -- all the specific activities -- that the job requires.
Let's take our hypothetical job, Community Health Educator, and look at the development of a list of duties and responsibilities for it. Basic elements of the position What do you want this person to do and know and be good at? Some of these things are skills related to the job title, which may be learned through education and training or through experience perhaps in previous positions, perhaps otherwise. Others are skills required by the job which may not be implied in the job title, and some -- personality traits and characteristics -- may not be learned at all. Knowledge of the native language of a non-English-speaking target population. In this hypothetical case, we'll assume Spanish. Obviously, not all of these would be necessary for every position, and some might need skills not on this list. The skills acquired by experience that you might want a Community Health Educator to have include: Outreach skills Understanding of the community Understanding of the target population Knowing the workings of the health bureaucracy -- HMOs, hospitals, state and federal agencies -- and how to negotiate them Understanding the social causes and potential solutions to particular health problems Familiarity with referral possibilities and procedures Finally, there are the non-specific skills, traits, and abilities, some learned and some innate, that are required by the job: Clerical and organizational skills -- filing, record-keeping, doing paperwork accurately and on time, etc.
Computer literacy Good written and verbal communication skills Self-presentation -- knowing how to act, dress, and communicate with different groups Interpersonal ability -- getting along with and being accepted by the target population, the community, and colleagues; dealing with conflict well; and maintaining a sense of humor Specific activities required for the position Now it's time to come up with everything the person in this position will be expected to do. Remember that the list should include absolutely everything, whether it relates directly to the job title or not. Conducts outreach to groups at risk, particularly in the target population.
Counsels individuals on treatment of health and substance-abuse problems, and makes appropriate referrals. Recruits, trains, and supervises small groups of the target population as providers of preventive and other health education in their communities. Testifies at public and legislative hearings on the need for health care, the health problems of the community, and other related issues. Runs an annual Community Health Fair in June. Establishes and maintains contact with the local community of health and human service professionals. Meets regularly with other staff of the organization to develop strategies for serving the community. Spends at least 50 hours per year engaged in professional development activities. Maintains up-to-date computer database of contacts and presentations, including the number of contact hours per week. Completes all paperwork required for the position in the prescribed time.
Attends weekly staff meetings. Attends bimonthly supervision sessions with the Program Director. Answers office phones two hours per week. Performs any other duties as required by the Executive Director. This is a long list, but remember that these are all the activities you think this person will need to perform in this position. She may not do all of them at any one time. A year may go by without some of them being done, depending on the needs of the community and of the organization, but they're all part of her job, and she may need to practice any or all of them at a given time. Some of these duties -- staff meetings, supervision, answering office phones, perhaps committee service -- are not unique to this position, but are required of everyone in the organization.
Others -- outreach, maintaining contacts in the community, distributing health literature, paperwork -- are ongoing, and happen in the daily course of the job. And notice the last one: that's a catch-all, in case anything comes up that no one thought of, or in case the organization somehow changes before job descriptions can be readjusted. Writing the capsule description Now that we have a job title and have come up with a list of activities and responsibilities to go with it, it's time to tackle the capsule description.
This will be a two-or -three sentence description of the job and its purpose, as well as any other major responsibilities it entails. The capsule description also includes some of the nitty-gritty information about the position hours per week, schedule requirements, flexibility or lack thereof, salary or hourly wage, benefits, etc. The capsule description thus gives an overview of the position and makes clear where it falls in the organization and what its logistics are. Here's a try at a capsule description of our Community Health Educator position. The Community Health Educator acts as the bridge between the organization and the community on issues relating to public and individual health.
He or she, in addition to presenting health issues and education to the public in a variety of ways, counsels and makes referrals in matters of individual health care, and also recruits and trains members of the community to act as resources for health information. This is a full-time position 40 hours per week , and includes some evening and weekend hours. Scheduling is flexible within limits. Competitive salary and benefit package. Whether or not to include the actual salary or wages and benefits in the job description is a decision that's up to each organization. If there's an official salary range for a position, it's often included. If the salary is particularly low, or if it's going to depend on who gets hired, it may not be. A particular salary range may attract some people and put off others. A high salary may indicate to some people that the position requires more work or responsibility than they want to take on, or that the organization is too "establishment.
What you choose to do will depend on your circumstances. The job description is complete, but there are still some important questions left to ask: Does this job description make sense? Do all the functions of this position hang together? Does it describe a job that can be done well by one person in the time she's given to work at it i. Does the organization have the resources to support the position the time of other staff members, enough money to pay a salary consistent with what's required, materials, space, etc. Is the schedule reasonable? Was the supervisor for this position chosen for logical reasons based on how the organization operates, rather than merely for convenience or to massage someone's ego? Does the supervisor actually have the time and expertise to supervise this position? Will the position accomplish what the organization designed it to? If you can comfortably answer "yes" to all of these questions, you've done a great job, and you can use your job description with confidence, both for recruiting applicants and for defining the position once you've hired someone.
If some of your answers are "no" or "I'm not sure," then go back and deal with those issues right now, before you start the hiring process. The amount of time you spend now will only be a tiny fraction of the time those "no's" will cost you later, and won't even be in the same universe when it comes to the amount of hassle you'll save.
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