Why Are Job Descriptions So Important?

JOB DESCRIPTIONS: Now that the new employee has met all co-workers, learned where to eat lunch, has a key to the office, and has completed the necessary paperwork, it is time to begin the training process. Before you can train the new employee, a job description must be clearly defined. This document then becomes the cornerstone for the training as it lists each task that the new hire will be expected to perform.

Why Are Job Descriptions So Important?

An accurate job description will help you find the right employee to fill the position. By listing exactly what the job duties are, you will have a better sense of how to write your advertisement and will be able to conduct interviews that focus on what the major responsibilities of the job will be.

Preparing such a description clarifies for you what level of education, skills, and experience are actually necessary. Red flags should go up if you are requiring a college degree to do janitorial work. This is de facto discrimination. Conversely, requiring a dental hygienist to have current certification is clearly both necessary to perform the work and nondiscriminatory. The education, certification, and skills level required of an applicant must have a close correlation with the job duties. In a climate where rejected applicants are quick to sue, an unambiguous job description can be the employer's best defense. In personnel disputes, the first document requested by any government agency or attorney involved is the job description, were you aware of that?

An applicant reading a properly prepared job description benefits by having an accurate idea of what the job actually is and does not go through the entire interview process only to find that the position is inappropriate.

The job description establishes uniform standards against which all applicants can be measured, thus simplifying the decision-making process.

In addition, when training a new employee, a job description is the script to follow for an orderly training program.

This document will help establish performance goals for each job, which can be useful for conducting ongoing performance reviews for current employees, and it forms a basis later for discharging an employee who does not perform the duties properly.

Writing Job Descriptions:

 Lay out a format on practice letterhead showing the job title and reporting lines.

 See Job Description Format and a Sample Job Description at the end of this chapter.

 Additional Job Descriptions are shown in the Appendix.

 Be specific, not vague

 Begin each line with an active verb, third person singular.

 Seek input from employee presently performing the job.

 Reread and cut out any superfluous information

The description should be sure to list any office equipment or special skills that the applicant will use. An example would be "revises all procedure manuals annually, using Word Perfect," or "balances daily bank deposit, using one-write pegboard system."

Ideally, the person who writes the first draft of the document presently does the job. Have other employees review the description and do so yourself. This is the time to review just what the job is, to delete duties no longer needed, and to add others. When the job description has been written, but prior to the advertising and interviewing process, ask an employee who does not do the job to review the description. Ask that employee to tell you what each line means to them. If it doesn't match your perception of the task, revise the line item.

A Badly Written Job Description:

Some of the most common errors managers make in preparing job descriptions are:

 Important duties are omitted

 Job description is too detailed, listing even the most minor tasks

 Hierarchy of duties is unclear

 Description is too general and vague

A qualified applicant may refuse the position when it is offered because the duties are inaccurately described. An employee who is hired on the basis of a poorly conceived job description may leave the 'practice upon learning what the duties really are. Or, an employee may resist or resent doing a task, indicating that "It isn't in my job description." But even more importantly, an employee, with the best of intentions, may channel energies into the least important duties and neglect primary duties because the job description doesn't differentiate.

Compliant Job Descriptions:

Dental practices, which employs fifteen or more employees need to be sure their job descriptions comply with the Americans with Disabilities Act. It is a requirement of the act that the job descriptions describe "essential functions" for each position. The focus should not be on how to perform the function. For instance, if a receptionist is required to master the information on answering the telephone contained in the Office Systems Manual, the "essential function" is the ability to learn the material and not the ability to read the material. An employee with a visual impairment might learn the information from an audiotape. Supplying such an audiotape would be a "reasonable accommodation" under the Act.

Updating Job Descriptions:

One of the most dynamic ways to keep job descriptions current (and therefore reflective of the work actually being performed) is to ask employees to rewrite their job descriptions and bring them to their performance reviews. It can be jointly amended by the employee and the manager at that time. Also, ask departing employees to update their job descriptions prior to their exit interview. In both cases, be sure to enter the revision date and sign the job description before placing the updated version in the employee's personnel file.

A Job Description for the Dentist:

Some dentists think dentistry is what being a dentist is all about and the structure of a small business means that being a dentist also means being a boss. Most dentists don't mind the practice management, the practice promotion, or the patient management, but they don't want to cope with the complexities of motivating, delegating, and praising. So they hire an office manager to create a buffer between themselves and the team. The team management part of the dentist position can be defined in three words: motivating, providing security, and delegating.

MOTIVATING Employee motivation is one of the most important tasks. Part of the boss' job is to crate an environment where the team will look forward to coming to work every day. This is done in part by making sure the physical plant is as pleasant as possible. But more important is the psychological ambiance. Project an air of caring about what people are feeling, accepting problems as solvable, making decisions as required, and encouraging the team to "reach" beyond their comfort zone.

ACCOUNTABILITY

This office's team utilizes job descriptions effectively by understanding the difference between responsibility and accountability, turf and team work.

Each team member is responsible for accomplishing all duties that accompany her/his position. These duties outline the parameters of the position as well as guiding those in supervisory positions. For example, financial arrangements are the responsibility of the Financial Coordinator. If arrangements are made improperly, the manager knows who to approach to discuss the problem.

Our office's attitude towards accountability leaves no room for one sided blame or finger pointing.

Our office's attitude of accountability establishes the possibility for team work. Team members who play as a team approach all other team members with a common purpose, to give to each other and to the patient, creating a positive difference in the patient's health while making each day the best that it can possibly be. This attitude leaves no room for lines that dictate turf (i.e. " It's not my job."). Turf creates traditional pecking orders, resentment, uneven distribution of responsibilities and, consequently, limits business growth.

Responsibility means having the job done. This does not dictate that the responsible party actually performs the task each time, but sees to it that the task is completed properly.

A team plays to win the game - no matter what it takes within the given framework. We are all accountable for the success and hard times of the dental office. Therefore, even though responsibilities are outlined in each job description, since we are team players and are all in this together, we are all accountable for the completion or lack of completion of each day's duties.

The five qualities of a superior team player are:

A superstar who is a team player - e.g. Michael Jordan - is a superstar, but also had many assists throughout the seasons.

Committed player - We want people who know that their day is finished when the last patient has been served and all the office work is complete. This employee is heard to ask, "What can I do to help you?" We don't want clock watchers or benefit counters.

We want givers, not takers.

We want innovators. We value people who are open to change and are willing to look for a better way to do things.

Overall package - Is this person neat, organized, motivated, and adding value to our practice?

2006 Roz Fulmer “Making a Difference…Today!”