Job description of an outcome of job analysis.
Find out how the job description identifies what information to cover by using the job analysis process.
The job description of an outcome of the job analysis process. It identifies why a job has come into existence what the holder of the job will do, and under what conditions the job is to be conducted.
Job descriptions commonly include the following information
Job title and commitment required
This information locates the paid or voluntary position within the organisation, indicates the functional area where the job is to be based (for example, marketing coordinator), and states the job duration/time commitment (for example, a one-year part-time contract involving two days a week)
Salary/rewards/incentives associated with the position
For paid positions, a salary, wage or hourly rate needs to be stated, along with any other rewards such as bonuses. In case of voluntary positions, considerations should be given to identifying benefits such as free merchandise (for example, T-shirts and limited edition souvenir programs) or free or discounted meals, free tickets and end-of-event parties.
Job summary
This brief statement describes the primary purpose of the job. The job summary for an event operations manager, for example, may read: ‘Under the direction of the event director, prepare and implement detailed operational plans in all areas associated with the successful delivery of the event’.
Duties and responsibilities
This information lists major tasks and responsibilities associated with the job. It should not be overly detailed, identifying only those duties/responsibilities that are central to the performance of the position.
Additionally, it is useful to express these in terms of the most important outcomes of the work. For an event operations manager, for example, one key responsibility expressed in outcome terms would be the preparation of plans encompassing all operational dimensions of the event, such as site set-up and breakdown, security parking, waste management, staging and risk management.
Relationships
With other positions within and outside the event organisation – what positions and service suppliers report to the job? (An event operations manager, for example, may have all site staff/volunteers/suppliers associated with security, parking, staging, waste management, utilities and so on reporting to him/her).
To what position(s) does the job report? (An event operations manager may report only to the event director/manager). What outside organisations will the position need to liaise with to satisfactorily perform the job? (An event operations manager may need to liaise with, for example, local councils, police, road and traffic authorities and local emergency service providers)
Know-how/skills/knowledge/experience/qualifications/personal attributes
Required by the position – in some instances, particularly with basic jobs, training may quickly overcome most deficiencies in these areas.
However, for more complex jobs (voluntary or paid), such as those of a managerial or supervisory nature, individuals may need to possess experience, skills or knowledge before applying. Often, a distinction is drawn between these elements, with some being essential while others are desirable. Specific qualifications may also be required.
Increasingly job advertisements for event managers, for example, are listing formal qualifications in event management as desirable. Personal attributes – such as the ability to work as part of a team, to be creative, to work to deadlines and to represent the event positively to stakeholder groups – may also be relevant considerations.
Authority versed in the position
What decisions can be made without reference to a supervisor? What are the expenditure limits on decision making?
Performance – standards associated with the position
Criteria will be required by which performance in the position will be assessed. While such standards apply more to paid staff than to voluntary positions, they should still be considered for the latter. This is particularly the case if volunteers hold significant management or supervisory positions where substandard performance could jeopardise one or more aspects of the event. If duties and responsibilities have been written in output terms, then these can be used as the basis of evaluation.
Trade union/association membership
Required with position
Special circumstances associated with the position
Does the job require heavy, sustained lifting, for example?
Problem-solving
What types of problems will be commonly encountered on the job? Will they be routine and repetitive problems or complex and varied issues?
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