Some employers just aren’t convinced of the necessity of a well thought out, detailed job description, often haphazardly throwing one together that lists off random responsibilities. So, before we enumerate the elements of a solid job description, let’s talk about why employers should take the time to communicate their expectations of their employees.

The benefits of crafting a fine-tuned job description, include:

• Having a concrete guide that can facilitate critical employment decisions beyond the hiring process, including decisions regarding terminations and evolving job functions.

• Hiring the right people. When employers take the time to fully consider their needs, how those needs might change, and the fundamental functions of a position, they boost productivity by hiring individuals with the necessary skills and talent to not only complete their tasks but perform beyond expectations.

• Increasing communications with employees. Developing job descriptions is the perfect opportunity to get in touch with staff. Employers can gain valuable insights into the day-to-day realities of their workers and bring them in on the hiring process, creating a sense of unity.

• Providing protection against employment litigation. Job descriptions often serve as crucial evidence in lawsuits regarding wrongful termination, workplace discrimination, and other labor law violations. For example, job descriptions can play a major role in cases that fall under the Fair Labor Standards Act (FLSA), particularly when determining if an employee’s status (i.e. exempt or nonexempt) necessitates observance of minimum wage and overtime requirements. Descriptions may also come under scrutiny during litigation involving the Americans with Disabilities Act (ADA), if a disabled worker was turned away, terminated, demoted, or reprimanded even though they were able to perform the essential functions of the job.

Now that we’ve discussed the why, let’s talk about the what. A great job description will include:

• Heading information. This is where employers should include the basics such as job title, pay, to whom the worker reports, schedule, and whether overtime and weekend shifts are necessary.

• Summary objective. This section is meant to provide generalized information, including overall responsibilities and key tasks, the primary purpose of the job position and how the individual facilitates the company’s success, their relationship to coworkers and customers, and the results they are expected to produce.

• Here, employers should list eligibility standards, including education level, training and experience, and technical skills.

• Special demands. If the job is unusual or requires special skills or functions, such as travel or heavy lifting, employers should make it known. It’ll save a lot of time on the interview process and could serve as protection in a lawsuit.

• Job duties and responsibilities. This is where employers should get specific. In this section, employers should list the tasks that make up the vast majority of a person’s workload and present them in order of importance or time taken. Employers should list what the tasks are, not how to complete them if there is more than one way to get the job done, as creating descriptions that are too limiting can lead to issues regarding ADA accommodations.

• Essential functions. These are the basic functions needed to fulfill work responsibilities, with or without adequate accommodations. Every job description must detail these functions for the purpose of complying with the ADA.

• Exempt or nonexempt classification. For the purpose of complying with the FLSA, employers need to state in the job description whether the employee’s status is exempt or nonexempt. Nonexempt employees must be paid at least the minimum wage and receive overtime pay. Conversely, exempt workers are those that are paid a salary, generally executives, professionals, and managers, and are not subject to the same FLSA regulations.

• Other important elements: the date the job description was approved, to whom the position reports to, and, upon hiring, the candidate’s signature showing they understand that is their job.

Solid job descriptions are essential. They attract the right talent and can bolster a company’s legal arguments should the need ever arise. If you own or operate a small to medium-sized business or startup and would like to fine-tune your job descriptions, contact our human resource experts at RTR Consulting. We offer a full range of human resource services at a fraction of the cost of an in-house department.

Smart companies have been shifting focus from profits to people because they understand talent is the foundation for business success. By transforming the essential role of their human resource departments, CEOs can harness the capital of human creativity for financial gain.

Many of the tedious administrative functions of the traditional HR department are being outsourced so that HR professionals can carry out their reimagined role of talent management. Payroll and benefits dispensation, legal and policy training, temporary staffing, background checks, and production of company materials such as employee handbooks are all examples of conventional HR functions that are now being managed externally.

Today, HR professionals are increasingly working in tandem with the heads of companies; rather than just carrying out executive orders, HR reps are given a seat at the table where they are expected to be the driving force behind creating and implementing an overall people management strategy – and have the metrics to back up these programs.

Moving beyond the negative stereotype of bureaucratic pencil pusher, the new HR professional has shifted their focus from paperwork to relationships. They handle employer branding, encourage cultural alignment, have an eye for talent, and facilitate strong bonds among the workforce.

Employer branding: a reputation that attracts the right people and retains talented employees.

How a company is perceived from within and without will ultimately affect its success. Customer opinions are not the only ones to look out for, as a company’s brand or image can either repel or attract the right employees. Basically, an employer’s brand is their reputation relating to how they treat their workforce. Do they provide competitive compensation packages, offer stability and opportunity, and conduct themselves ethically and fairly? These are all elements of HR professionals either control or facilitate through company culture.

The new HR department develops and drives company culture.

Whether they are aware of it or not, people’s behaviors are driven by cultural beliefs, values, and underlying assumptions. It is the job of the new human resources professional to establish such norms that promote the success of their company – to use culture rather than a cold checklist of expectations to unite and motivate individuals to work toward a singular purpose. HR plays a crucial role in shaping culture through positive reinforcement and supportive interactions.

Talent management: hiring the right people – and keeping them.

Rather than just filling desk chairs with people who meet a superficial checklist of criteria, the modern HR professional is trying to find individuals who are good cultural fits, who genuinely believe in the company’s mission and vision. Their job doesn’t end with the hiring process, however; HR reps are now building a relationship with employees throughout their career by providing ongoing training and development opportunities, performance feedback, and even career planning. HR satisfies the needs of employees so that employees willingly and enthusiastically carry out a company’s objectives.

HR pros facilitate a strong work ethic through team-building.

Getting people to work together is the key to success and this hinges on developing trusting, genuine bonds among employees and their bosses. That’s why many HR departments incorporate team-building exercises into their overall strategy. Activities such as group brainstorming sessions, celebrations, ceremonies, and sponsored outings help unify a workforce.

Identity, culture, talent, unity- these aren’t just fluffy goals with unmeasurable outcomes. A human resources department driven by culture and focused on developing relationships, rather than just tedious policies, will result in tangible outcomes. In other words, the proof will be in your bottom line. If you’d like to modernize your human resources department, please contact our HR experts at RTR consulting today!

No matter the profession, managers inevitably will have to deal with the dreaded difficult employee. Whether that employee is the lone wolf, negative Nancy, or underachiever, uncooperative employees with bad attitudes can infect workplace morale and compromise productivity.

Hoping for the best and ignoring the problem is not a solution- it can only exacerbate the issue by allowing bad behaviors to continue, setting a poor example for other workers. Instead, great leaders will address undesirable employee behaviors head-on and actively implement the steps needed to resolve the issue.

Developing a solid strategy to correct problematic employee behavior will help you keep your workplace running smoothly and cooperatively. Keep reading for some helpful suggestions to incorporate into your management strategy.

The beginning to any solution is to LISTEN and OBSERVE.

You should never base actions on assumptions. If you want to solve a problem, you need to get to the core of it by paying close attention to the reality of the situation. Ask questions: Why is the employee acting out? Are they simply a bad fit for the job or are they frustrated about something? Think like a therapist. You may come to find your employee hasn’t found the right work-life balance. Or maybe you find they’re not being challenged by the position and slack off as a result. Whatever the cause, you’ll usually find that frustrations arise from misunderstandings- which brings us to our next point.

Communicate: Be clear. Get specific.

Instead of complaining…coach. We all make mistakes. As a leader, it is your job to develop the strengths of your people and improve upon their weaknesses. If an employee isn’t performing according to your expectations, you need to provide them clear feedback which should include all the necessary information they need to make improvements. Don’t wag your finger or admonish them, guide them in the right direction.

Set concrete consequences. If the problem employee continues to exhibit the same disruptive behaviors, it’s time to sit them down and discuss what specifically will happen if they continue to be insubordinate. Remain calm, be patient, and let them know you’re having this conversation because you believe they can change. Then, call out specific behaviors, provide actionable solutions, set a deadline, and set explicit ramifications, such as termination, suspension, or demotion.

Document everything, even when you hope things will turn around.

Too often managers back themselves into a corner and render themselves incapable of clearing their work environment of bad seeds because they didn’t bother to document negative behaviors. Perhaps they thought the incident was a one-off or the problem would eventually resolve itself. Don’t make that mistake. Keep a record! And if you must take disciplinary actions, use write-ups and have the employee sign them. Documentation may provide legal protection for your company.

Listen, communicate, and document.

If you incorporate these tactics into your overall management strategy, you’ll find dealing with difficult employees becomes less stressful and your team will be more productive. If you’d like to learn more about effective people management or need specific advice on how to confront unruly workers, contact our human resources experts at RTR Consulting! We can act as your sole HR department or provide additional resources to help you overcome your most challenging employment dilemmas.