jd creation

Slide 1 : Job Description cretaion

Slide 2 : „Let’s get a person and after that we figure out WHAT THE PERSON HAS TO DO!” „We create JD for every position and we know WHAT THE PERSON HAS TO DO!”

Slide 3 : Why?

Slide 4 : Absence of quality job descriptions leads to: Decrease of the chances of getting the best people applying for the positions we are opening, since what they are supposed to do is not clear or is not defined at all

Slide 5 : Absence of quality job descriptions leads to: Decrease of the chances of selecting the best people, since we are not clear on what kind of competencies are being looked for in candidates

Slide 6 : Absence of quality job descriptions leads to: Difficulty to track the performance of the selected people since it is not clear what is the ultimate measurable of success for the individuals is

Slide 7 : Absence of quality job descriptions leads to: Decrease of the awareness of all members of the LC on how the work of each person contributes of the development of the LC

Slide 8 : Absence of quality job descriptions leads to: Difficulty to explain to external bodies (e.g. partners, consultants, governance bodies as Supervisory Groups or BoAs)

Slide 9 : Living diversity Demonstrating integrity Activiating leadership Striving for excellence Enjoying participation Acting Sustainably

Slide 10 : How to create Job Descriptions?

Slide 11 : Step by step Step 1: Make a summary of all positions that exist in your LC right now at all levels and identify which of them lack of a quality job description or lack of a job description at all. The existence of a job description is real, if it is written (e.g. aspart of formal application procedures, compendiums)

Slide 12 : Step by step Step 2: Talk to your LCEBs and make them aware of the relevance of having job descriptions created. It does not matter if they have people already delivering on the jobs! It’s actually a great opportunity also to involve them in the process

Slide 13 : Step by step Step 3: Make sure you set a plan to have these job descriptions done. For common roles (e.g. LCEB positions) you can put together a task force, leaded by someone from the MC to come to national defined job descriptions. However please notice that the objective is not necessarily that all job roles should be thesame (since different LCs might have different needs and therefore different structures) but that they all need to content all the elements of a quality job description.

Slide 14 : Step by step Step 4: Make a follow up to ensure that the newly creates job roles are used properly for future applications procedures for positions and are included in compendiums (if they are constant positions).

Slide 15 : Step by step

Slide 16 : Name Example: H4TF implementation

Slide 17 : Job Role A one-sentence general description of the job. Example: Final responsible for providing new members to meet LC goals

Slide 18 : Functional area on which they will be working.. Example: Talent Management

Slide 19 : Structure all positions on the function and how do they interact

Slide 20 : Project on which they will be working (if they do) Example: Recruitment

Slide 21 : Duruation how long should the person stay on the function Example: 6 months

Slide 22 : Report to The role of the person who will track the member who takes the job and will coach him/her. Example: VP TM

Slide 23 : Responsible for Whom are they going to lead Example: VPs, OCs

Slide 24 : Time Required Show the working hours per week per person required, the number of people that will work together on the job and the duration of the job in months. Example: 10 hours per week

Slide 25 : Responsibilities and task description work that has to be done, trainings that should be taken Include their general responsibilities include all the tasks that need to be done make it clear – define tasks so it is obvious from JD what should be done Results expected what should the person achieve on the function; include overall results but also weekly, monthly… results

Slide 26 :

Slide 27 : Competencies and Skills/Knowledge Developed These are the competencies and skills that can be developed while performing the job: Example: (Usually not more than 4 competencies and 4 skills/knowledge)

Slide 28 : Background Required Describe special background (skill/knowledge/experience) required to perform the job – if there is any. Remember that this information will be VERY IMPORTANT for the selection and allocation processes! Example: • Intermediate Photoshop/ Corel skills • Advanced English communication • Law student • Accounting background

Slide 29 : * Competencies Required Name the competencies required to perform the job. All jobs have this kind of Requirement!

Slide 30 : COMM Inclusiveness Effective Communication Stakeholder Focus Flexible Thinking Innovation Commitment to Results Self Awareness Resilience ICX Personal effectiveness Inclusiveness Effective Communication Stakeholder Focus Commitment to Results Flexible Thinking Resilience Self Awareness ER Effective Communication Awareness of Others Self Awareness Stakeholder Focus Commitment to Results Personal effectiveness Inclusiveness Flexible Thinking OGX Commitment to Results Stakeholder Focus Flexible Thinking Effective Communication Inclusiveness Personal effectiveness Resilience Self Awareness Fin Resilience Self Awareness Innovation Personal effectiveness Effective Communication Stakeholder Focus Flexible Thinking Commitment to Results TM Resilience Inclusiveness Effective Communication Developing Others Personal Effectiveness Self Awareness Stakeholders Focus Commitment to results Competencies by function

Slide 31 : When you finish whit JD creation, ask for feedback: Do other EB members find it understandable? Ask your MCVP if everything is included in JDs.

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Slide 33 : Questions?