Importance of Developing Job Descriptions in Large-Scale Organizational Change

Posted on July 29, 2014 by Chris Kelley Posted in Job Descriptions

Are job descriptions an afterthought in your organization?  If so, you’re not alone.  Too often, when a manager has an opening, there is a panic to develop a job description to fill that vacancy.  A vague job description can create a large pool of unqualified applicants.  Thankfully, an increasing number of organizations are realizing that a good job description can be an effective management tool for increasig accountability and streamlining tasks instead of just recruitment.

As explained in the online video below, job descriptions play a key role in our everyday work environment.  It is important for each employee to have a clear statement of work for their job role in order to be more effective at meeting those goals and objectives on a daily basis.

Process Mapping Job Design



In order to develop effective job descriptions, each job role should be considered in the context of the organization instead of in isolation.  First, to ensure that tasks are not duplicated and that there is clear accountability, we use the principles of Business Process Mapping.  Second, in order to identify the key players for those tasks, we use the principles of RACI, which stands for responsible, accountable, consulting, and informed.
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HR Analytics: Human Resource Professionals Need to Catch Up

Posted on July 7, 2014 by Chris Kelley Posted in Compensation Consulting, HR Analytics, KnowledgePay

HR analytics still seem to be a mystery to some human resources professionals. Although more data is available than ever before due to technology, the HR field lags behind in predicting workforce trends, reducing risks, and increasing returns, according to a Cornell University study.

Is Common HR Analytics Useful? 

The Cornell study reports that HR professionals commonly use metrics such as performance, retention, engagement, and compensation. However, this data merely presents current or past trends. The goal, according to the executive participants, should be to predict and analyze the future.

Yet, a 2014 post entitled, ‘Grab hold’ of analytics or get left behind, HR warned, suggests that the finance, supply chain, and operations functions are leaving human resources in the dust. In fact, Deloitte’s Global Human Capital Trends 2014 report notes that 86 percent of companies have no human resources analytics capabilities, while 67 percent say their skills using the data to make predictions are weak.
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