for Excluded Employees

Transcription

1 JOB DESCRIPTION WRITING GUIDE FOR EXCLUDED EMPLOYEES

2 Job Description Writing Guide for Excluded Employees Job Description Writing Guide Version 2.0 December 2007 Public Service Commission Province of Nova Scotia Public Service Commission - Job Description Writing Guide for Excluded Employees a

3 Table of Contents Introduction Section One: Before You Begin... 3 I. When Should a New Job Description be Completed? II. Job Description Writing Tools... 3 III. Identifying, Collecting and Organizing Job Information Section Two: Completing the Job Description I. Overall Purpose... 5 II. Specific Accountabilities III. Reporting Relationships... 7 IV. Contacts (Typical)... 8 V. Innovation VI. Decision Making VII. Impact of Results VIII. Dimensions (Approximate) IX. Working Conditions X. Other XI. Verification Section Three: Verification of Job Information Section Four: Job Description Writing Tips Section Five: Common Issues with Job Descriptions Appendix A: Description for Excluded Jobs Template Appendix B: Sample Job Descriptions Public Service Commission - Job Description Writing Guide for Excluded Employees b

4 Introduction This guide is designed to outline the process and guidelines for completing the Description for Excluded Jobs and to help you provide clear, concise and relevant information. Prior to completing the description, review the information contained in this guide and be as specific and concise as possible in describing the job as it currently exists. Feel free to add examples that will add to the reader s understanding. Base your description on what is typical of the job, and be sure to cover all critical aspects even though they may not occur frequently. Remember you are describing the job not the incumbent. If you have any questions about completing the Job Description please contact Human Resources. Purpose of the Job Description By documenting the purpose and objectives of a job, the description serves many purposes. The job description: A. Is the source document used for measuring the relative contribution of jobs within the organization for the purpose of pay delivery. The Government evaluates excluded jobs using four factors, these are the common yard stick used to ensure consistency of evaluation results across the organization. The four factors are: Know-How In every job the holder is expected to know how to do certain things. Know- How measures the knowledge and skills required to do the work competently. It does not matter whether the skills and knowledge were acquired in school, on the job, or through life experiences. We look for: specialized, technical, and practical knowledge organizational skills needed to plan and co-ordinate activities skills in dealing with people Problem Solving Accountability Working Conditions In every job the job holder has to think. Problem Solving looks at the degree of difficulty in the thinking required on the job and the support available to solve problems that may come up. Since you think with what you know, Problem Solving is Know-How put to use. All jobs have to get things done. Accountability refers to the opportunity the job has to bring about results and the importance of those results to the organization. It also measures the degree to which a person in the job must answer for the results achieved. Jobs do not exist in a vacuum. W orking Conditions measure the intensity, duration and frequency of the physical and mental demands of the job. This includes physical effort, discomfort or hazards, the need for sensory attention and the mental pressures involved in doing the job. The Description for Excluded Jobs has been designed to gather information relating to these four factors which exist in varying degrees in all jobs. B. Serves as a basis of agreement between you and your manager about work goals, objectives and expectations of the job; Public Service Commission - Job Description Writing Guide for Excluded Employees 1

5 C. Communicates how a job contributes to the overall objectives of the organization and the performance that is expected; this documentation can be used as the basis for planning specific performance targets; and, D. Helps provide an understanding of the relationships between various jobs within Government and helps identify gaps and overlaps in responsibilities. This can be very helpful for organizational design and succession management. Application The Job Description and Writing Guide have been tailored for managers of staff and individual contributors who are excluded from the bargaining unit. Structure of the Writing Guide The Guide is divided into six sections. The first three outline the various phases of completing the job description, namely: Section One: Before you Begin; Section Two: Completing the Job Description; and Section Three: Verifying Job Information. The final three sections: outline the job evaluation process; provide writing tips; and identify common issues with job descriptions. For your convenience, several other aids have been provided as appendices. These include: the Job Description template (Appendix A), and three samples of complete job descriptions (Appendix B). Public Service Commission - Job Description Writing Guide for Excluded Employees 2

6 Section One: Before You Begin I. When Should a New Job Description be Completed? Typically, a new job document should be developed when: A. A new job is created; B. The responsibilities of a job have changed significantly, this may be due to a realignment of responsibilities or technological change; or C. A job is affected by organizational restructuring. If you have doubt as to whether a new description should be completed, please contact your Human Resources Representative. II. Job Description Writing Tools The following tools are available to help you complete the Description for an Excluded Job: They are available electronically at A. Job Description Writing Guide The Writing Guide provides the tips, tools, samples and step-by-step guidance required to assist managers with completing their job description. B. Job Description Template Record your final responses on this document. After it has been approved by your manager, the complete job description is forwarded to your Human Resources Division and submitted for job evaluation. The template is outlined in Appendix A and three complete samples are located in Appendix B. Public Service Commission - Job Description Writing Guide for Excluded Employees 3

7 III. Identifying, Collecting and Organizing Job Information After you have determined that a new job description is required, you should familiarize yourself with the job description, and identify, collect and organize the relevant job content information. The process steps are identified below: Step 1: Step 2: Step 3: Review the Job Description Review each section of the Job Description to become familiar with the type of information required. You should review the Job Description Template in Appendix A and the complete samples contained in Appendix B. Review the Writing Guide After you are familiar with the job description you should review this writing guide. The guide outlines each section of the description and provides tips and samples to help you create clear, concise and effective responses. Begin Making Notes After you have familiarized yourself with the sections, it is time to begin collecting and organizing your job information. For each section outline your ideas for possible answers. You should pay particular attention to the overall purpose and specific Accountabilities as these are the two most important parts of the job description. The remainder of the job description should flow from these first two sections. At this point you are not completing the description but rather brainstorming, ordering and documenting your thoughts. W rite specific examples that will allow you to provide a clear description of the job. These notes will help you later when you begin to complete your responses. Public Service Commission - Job Description Writing Guide for Excluded Employees 4

8 Section Two: Completing the Job Description Now that you are familiar with the job description and have organized the relevant job content information, you are ready to begin writing your responses. This section explains each component of the Job Description and is designed to provide a better understanding of the type of information that should be included. Examples are provided for further clarity. Before beginning to write, review Section Four and Five of this guide - Job Description Writing Tips and Common Issues with Job Descriptions. Remember to use Arial 10 point font (true type) for your responses. I. Overall Purpose The Overall Purpose requires a brief, but specific statement explaining why the job exists. The statement should give readers an immediate impression of the primary purpose of the job. The statement should be one or two sentences in length and clearly distinguish the job from others, in particular its supervisor s and any subordinates. The overall purpose can usually be written using the following format: Is accountable for (A brief summary of the major end results expected of the job.) The clearest Overall Purpose statements are usually short and capture the essential purpose of the job. This statement should not include: a list of how results are accomplished, or a lengthy review of the operation, the problems, or personal opinions of the incumbent. Careful thought should be given to this statement because it sets the context for the rest of the job description. Here are a few complete examples: Receptionist Is accountable to provide courteous reception services to all visitors and callers and to direct their calls and answer questions as appropriate. The Receptionist is also responsible to perform other functions for the Branch including typing and filing. Chief Project Engineer Is accountable for planning and directing all departmental projects so they are completed on time and within budget. Manager of Staff Relations Is accountable for achieving an effective union/management relationship through the interpretation and administration of the Public Service collective agreements and the provision of advice, direction and training to line managers in all labour relations issues. Director of Communications Is accountable for the management of internal and external communications for the Department and the provision of communications advice to both the Minister and Deputy Minister. Senior Policy Analyst Is accountable to provide policy formulation, implementation and evaluation services; and research, analysis and advice on issues relevant to the Department. Director of Finance Is accountable for developing and managing departmental programs for control of assets, budgetary planning, expenditure control, accounting for revenue and operating costs in accordance with departmental and government policies, regulations and procedures. Public Service Commission - Job Description Writing Guide for Excluded Employees 5

9 II. Specific Accountabilities The Specific Accountabilities outline the most important end results expected of the job. The difference between this section and the Overall Purpose is that the Overall Purpose identifies why the job exists in general, while this section identifies the most important end results expected and how they are achieved. Please remember the specific accountabilities are not a list of duties but rather are statements of what the job is expected to accomplish. The table below provides a few examples of specific accountabilities. Notice that each accountability begins with an action verb, states an end result and identifies how the end result is achieved. End Result Administrative Assistant Coordinates the Executive Director s correspondence Director of Finance Contribute to the effective management of the Department How the Result is Achieved by reviewing and recording all incoming mail and requests; re-routing relevant correspondence to the appropriate manager for response or action; drafting responses for the Executive Director s signature; and proof reading all materials submitted to the Executive Director for signature. through the development of short and long term operating and capital budgets, and through the provision of competent financial advice to senior managers in the development of their operating plans. Maintenance Manager Ensure all mechanical devices and physical structures operate efficiently by conducting regular inspection, repair and maintenance of the facilities. Solicitor Provide high quality legal advice to government departments, agencies, boards and commissions Manager of Staff Relations Achieve effective collective bargaining results acceptable to the Government of Nova Scotia Director of Marketing Ensure Nova Scotia maximizes its share of the tourism market by keeping abreast of current statutes, court decisions and legal proceedings. by acting as a member of the collective bargaining team and participating in the preparation for negotiations. through the timely development and implementation of advertising and promotion programs and the continuous appraisal of performance against marketing objectives and plans. Usually four to seven specific accountabilies are sufficient to describe a job, through make sure you include all major aspects. Beginning with the most important, you should always prioritize the specific accountability statements in order of importance as you see them. This will provide the evaluator with a relative degree of emphasis for each end result. Public Service Commission - Job Description Writing Guide for Excluded Employees 6

10 Unfortunately there is no easy rule for deciding how to divide a job s accountabilities into separate statements. One person may group their accountabilities based on: 1) production, 2) cost and innovation, 3) people management, and 4) information. While for another job the accountabilities could be grouped according to: 1) planning, 2) achieving objectives, 3) control, 4) management, and 5) information. The job description writer will have to analyze the job to determine the most appropriate way to divide the specific accountabilities. Here are two complete examples for a Director of Finance and Manager of Human Resources Development: Director of Finance: 1. Contribute to the maximum operating efficiency of the department through effective financial planning and reporting, and the resolution of department and divisional financial problems. 2. Contribute to the effective management of the department through the development of short and long term operating and capital budgets and forecasts, and the provision of competent financial advice to senior managers in the development of their operating plans. 3. Safeguard the department s assets through effective internal audits. 4. Ensure the division s objectives are achieved through the selection, development, and management of human resources. Manager of Human Resources Development: 1. Assist management in effectively using the Government s Human Resources by designing, developing and implementing human resources philosophies, policies and personnel programs. 2. Ensure that managers understand and accept the value of a government wide human resources philosophy and the need to upgrade personnel throughout the Civil Service by effectively marketing the division s services, programs and policies. 3. Maintain a continuing supply of suitable candidates for management and specialist positions through advice, assistance, and programs for recruitment, training, performance appraisal, human resource inventory and succession management. 4. Achieve the division s objectives through effective acquisition, development, and use of human, financial and other resources. III. Reporting Relationships Reporting Relationships locate the job within the Department. In the spaces provided, identify the job to which you report, and if applicable, identify the jobs and the number of incumbents within each job that report directly to you. Remember to attach a current organization chart that shows the reporting relationships. Please identify any indirect or functional reporting relationships. An indirect reporting relationship is a formal structure where an incumbent takes direction from someone who is not their immediate manager. Similarly, a functional reporting relationship is taking direction from someone within a similar field of work who is not the incumbent s immediate supervisor. Public Service Commission - Job Description Writing Guide for Excluded Employees 7

11 Here are two complete examples: Executive Director of Schools (Direct Reporting Relationship) This Job Reports to: Deputy Minister of Education Job Titles and Number of Incumbents Reporting to this Job: Director of Programs - 1 Director of Testing and Evaluation - 1 Regional Inspector of Schools - 4 Child Welfare Specialist (Functional Reporting Relationship) This Job Reports to: Regional Administrator Job Titles and Number of Incumbents Reporting to this Job: This job has no direct reports. Child Welfare staff within the region take functional direction from the Child Welfare Specialist. IV. Contacts (Typical) Indicate the usual contacts this job is required to communicate with both inside and outside the Government of Nova Scotia. Your response should be concise and identify the purpose of each contact. You should include any person or organization the incumbent is required to communicate with on a regular basis. You may include: the types of problems the incumbent must consult with others to resolve, or the committees in which the incumbent is a member, provided the committee directly relates to the main purpose of the job. It is not necessary to make an exhaustive list; focus on the most critical contacts. Generally, your response should not exceed five or six lines. Please do not include direct reports. Complete examples are provided below: Supervisor of Administrative Services Typically the incumbent has contact with department staff at all levels to discuss operational and administrative needs and with private sector suppliers to order office equipment, supplies and services. Director of Marketing The Director works closely with other government managers and members of the business community to promote cooperation, and to obtain input and commitment in advancing the marketing strategies for the province. Staff Relations Consultant The incumbent guides, advises and counsels all supervisory personnel within his/her client departments on matters relating to the interpretation of the collective agreement, and regularly speaks with representatives of the union on employee relations issues. The incumbent is a member of the Civil Service collective bargaining team, however the Director of Staff Relations is the spokesperson. Senior Policy Analyst The incumbent works with internal and external stakeholders, either individually or in groups, and representatives of the Government of Nova Scotia during various phases of the policy process. The Analyst regularly attends intergovernmental working group meetings to represent the interests of the Government of Nova Scotia. Director of Civil Engineering The incumbent has regular contact with counterparts in the Federal Government concerning cost shared agreements, senior managers within the Department of Transportation and Public Works and private contracting company officials when planning, implementing and monitoring projects. Public Service Commission - Job Description Writing Guide for Excluded Employees 8

12 V. Innovation In this section, describe the typical creativity and problem solving required in the job. Take into consideration the need to make modifications and improvements on the job. (Example: Provide solutions to client s technical problems. Develop new techniques and innovative approaches to...; Design new ways of measuring productivity to...) Do not describe unique or one time occurrences, describe the typical creativity and problem solving as it relates to the overall purpose of the job. Feel free to include a brief example to help illustrate the typical innovation. Responses to this section should not exceed nine lines. Here are some complete examples for various jobs: Manager of Purchasing Working within Government s procurement procedures the Manager of Purchasing uses a number of known procurement principles to secure the best possible prices. E.g., consolidate major purchases to obtain the lowest possible price by leverage. Manager of Engineering Resolves operational issues such as: project cost, completion date and resource allocation. The manager also provides solutions to various technical problems that require constructive thinking. Director of Policy Provides recommendations and solutions to departmental policy problems by developing new approaches which are based on constructive thinking, innovation, the policy environment and both local and cross jurisdictional precedents. Administrative Assistant Solves scheduling, travel and other administrative issues. E.g. regularly makes travel arrangements (air and hotel) for business trips that cover multiple day and locations where time lines are critical - e.g. a manager may need to be in Sydney at 8:00 am Monday, and Ottawa at 2:00 the same day. May need to search different airlines and hotels for appropriate travel times and rates. VI. Decision Making The Decision Making section asks you to describe the usual types of decisions made in this job. Your response should contain two components: A. Describe the typical decisions made by the incumbent. (Example: Decisions are made in an environment that involve consideration of: the interests of multiple stakeholders, the future needs of the organization, the corporate policy framework and legislation); and B. Identify any problems or decisions that must be referred to a supervisor for resolution or approval (Example: The incumbent must obtain approval from the Deputy Minister for policy changes which influence the objectives of the department). Some complete examples include: Administrative Assistant The Assistant typically decides when to order office supplies such as pens, paper etc.; chooses software to use to complete tasks such as WordPerfect, Word, Excel; decides who to call when researching requests on behalf of the manager; decides how to prioritize work within the general time frames provided by management. Any expenditures such as booking meeting rooms at hotels or purchasing supplies must be approved by the manager. Public Service Commission - Job Description Writing Guide for Excluded Employees 9

13 Supervisor of Administrative Services Decisions are typically about how to make the best use of direct financial and human resources and improve operational processes. For example, scheduling of administrative staff and staff assignments. Any decisions relating to hiring staff or discipline within the work unit must be made in consultation with the Manager of Operations (The direct manager of the Supervisor of Administrative Services). Policy Analyst The Analyst is typically assigned policy projects from the Director of Policy. The incumbent decides on the methodology used to undertake these assignments based on professional knowledge and consideration of the broader environment surrounding the issue. The Analyst provides policy and program recommendations based on in depth analysis of concepts, issues and the broader policy process and environment. These recommendations are provided to the relevant departmental stakeholders for consideration. Manager of Maintenance and Engineering Decisions relate to the maintenance and engineering function with consideration given to the impact upon other work groups and stakeholders. Decisions typically relate to the allocation of staff and the identification and prioritizing of regular maintenance and capital projects based on analysis of issues and costs, and the application of professional engineering standards. The incumbent has authority for the operating budget however, capital projects (approval and funding) must be approved by the Executive Director of Operations and Deputy Minister. Executive Director of Public Schools Decisions are made within the framework of legislation, collective agreements, professional knowledge, government policy and general executive direction. Decisions are typically sensitive, involve multiple elements and are of a strategic nature. Some examples include: the implementation of new curriculum, the implementation of polices relating to the integration of special needs students and program offerings in schools when there are limited student enrollments. Decisions that impact legislation or have major policy or financial implications are referred to the Deputy Minister of Education. VII. Impact of Results Specifically for this job, describe the typical impact of the end results that are expected. Take into consideration the extent to which the Government of Nova Scotia, or its clients, partners, stakeholders, or employees are affected by the results this job achieves. This section provides the opportunity to describe the impact of results in qualitative terms. Actual numbers, if applicable can be included in Section VIII: Dimensions. Please ensure that the results you describe relate to the Overall Purpose and Specific Accountabilities identified earlier in the job description. Here are some complete examples: Administrative Assistant Results achieved impact the effective operation of the work group and the quality of information provided to clients. E.g. types documents for professional staff to reduce the time they spend on administrative tasks; and, answers questions from the public regarding the services the work group provides and the status of their files. Supervisor of Administrative Services Results achieved affect the productivity and effectiveness of the Administrative Services Section and impact the smooth day-to-day operation of the department. Examples include: arranging for the prompt repair of disabled equipment (e.g. photocopiers) and ensuring that reception staff are trained to effectively deal with clients. Public Service Commission - Job Description Writing Guide for Excluded Employees 10

14 Human Resources Policy Analyst Results achieved typically enhance the knowledge and decision making of the department and indirectly affect the ability of the department to deliver results to all employees. An example includes: collecting and analyzing information that will be used by the management negotiating team to prepare proposals for collective bargaining. Manager of Maintenance and Engineering Results achieved affect the efficiency and effectiveness of the Maintenance and Engineering Section, and impact the long term condition of the equipment, buildings and grounds of the Institution, and allow the Institution to provide a clean and safe environment to residents, visitors and employees. Executive Director of Staff Relations Results achieved are government wide and affect most employees and the employer s ability to produce operating results; Results have a large financial and human impact, and cannot be easily reversed once implemented. VIII. Dimensions (Approximate) Dimensions identify any measurable areas upon which the job has either direct or indirect impact. Measures that may be included are: number of staff supervised, annual operating budget, clients served or any other significant values. A maximum of four measures are sufficient. Include the most important measures as you see them. Jobs such as administrative support positions may not have readily apparent dimensions. If this is the case, don t worry, just write not applicable and move on to the next section. The job evaluation system does not put an inordinate emphasis on numbers. The evaluation tools have the ability to give proper recognition to jobs that impact the results of a department, division, or functional work area even though they may not be directly responsible for human, financial or material resources. Section VII: Impact of Results provides the opportunity to identify the impact of the job even if the end results are not quantifiable. Make sure the measures you provide are clearly defined and relate to the Overall Purpose and Specific Accountabilities outlined earlier. Do not try to be too precise, please provide approximate values (within 10 20%). Some complete examples include: Chief Project Engineer Annual Value of Projects (five year average) $4 million Director of Policy Number of Full Time Equivalent Staff (FTE): 5 Annual Operating Budget: $5 million Annual Division Budget: $300,000 Number of Staff: 4 Pension Officer Departmental Expenditure on Programs: $65,000,000 IT Help Desk Supervisor Number of Active Plan Contributors: 30,000 Number of System Users: 525 Annual Contribution to Pension Plans: $178 million User Inquiries/Problems: 350/month Number of Staff: 2 Public Service Commission - Job Description Writing Guide for Excluded Employees 11

15 Notice how each dimension is clearly defined and the relevant time period is included (Example: Annual Operating Budget). IX. Working Conditions Working Conditions identify the environment under which the job is performed and is composed of four elements: physical environment, physical effort, sensory attention and mental pressures. Please answer the questions outlined below. A. Physical Environment Typically, to what extent is the incumbent exposed to physically uncomfortable, harmful or noxious conditions such as: fumes or orders, moving machinery, traffic hazards, physically abusive people, hazardous waste or sewage? Examples: Administrative Assistant Typically located in a comfortable office environment. Manager of Staff Relations Usually located in a comfortable office environment. Maintenance Supervisor Regular exposure to: moderate amounts of noise in the physical plant, dust and dirt at most work sites, and occasionally works at heights in excess of 10 feet within the physical plant. B. Physical Effort Typically, to what extent does the incumbent apply physical effort, lift and handle material or work in awkward positions? Please provide typical examples that illustrate the intensity, duration and frequency of the effort. Examples: Administrative Assistant Most of the time is spent sitting in a comfortable position with frequent opportunity to move about. Occasionally moves/lifts light objects. Manager of Staff Relations Much of the time is spent sitting in a comfortable position and there is frequent opportunity for movement. Maintenance Supervisor Approximately 60% of each day is spent standing or walking around the premises. There is an occasional need to work in awkward positions while repairing or inspecting physical plant equipment. Plumbing, electrical wiring and building physical structures. Public Service Commission - Job Description Writing Guide for Excluded Employees 12

16 C. Sensory Attention Typically to what extent does this job require concentration with one or more of the senses (e.g. seeing, listening, smelling, tasting or touching) to identify and decipher information? Please provide typical examples that illustrate the intensity, duration and frequency of the sensory attention. Examples: Administrative Assistant Regular need to read/interpret written materials e.g. proof read correspondence, s, memos - approximately 15% of the time; regularly focuses on a computer monitor to transcribe handwritten notes - e.g. memos or numbers - approximately 25% of the time; a regular need to listen to telephone callers and information/instructions provided by co-workers. Manager of Staff Relations There is a regular need to concentrate on reading and listening (e.g. reading labour arbitration decisions, listening to managers and negotiating with union officials) Maintenance Supervisor Most sights and sounds are straight forward and do not require concentration to understand. D. Mental Pressures Typically to what extent does this job have deadlines, unpleasant public or client contacts, or disruption of personal life? Please provide typical examples that illustrate the intensity, duration and frequency of the mental pressures. Examples: Administrative Assistant Frequent deadlines and multitasking e.g. may need several memos typed by noon, lunch ordered for a noon hour meeting, while answering and responding to telephone calls. Manager of Staff Relations There is a need to provide timely labour relations advice to managers and meet various process time lines identified in the collective agreement. There is often unpleasant contact with employees due to difficult personnel issues (e.g. Layoffs, termination). There is disruption of personal life during long hours of contract negotiation and regular travel throughout the province. Maintenance Supervisor There is a need to complete maintenance projects on time and occasionally there is additional pressure from machine breakdown. X. Other This section provides the opportunity to include additional job related information that you feel is important and has not been included elsewhere in the description. This information should assist the reader with a further appreciation of what is typical of the job. Please be concise. XI. Verification Verification is the final component of the Job Description and is explained in greater detail in Section Three of this guide. Public Service Commission - Job Description Writing Guide for Excluded Employees 13

17 Section Three: Verification of Job Information Once you have completed the Job Description you must ensure that the information provides an accurate representation of the job. To ensure the information is complete and valid, there are several steps you must follow: Step 1: Review the Job Description Return to the beginning of the description and review each of your responses. Ensure the information is clear, concise and represents the facts, not your personal judgements. Use Sections Five and Six of this guide, W riting Tips and Common Issues W ith Job Descriptions to double check your responses. Re-write and review as required. Step 2: Sign and Date the Job Description Once you have reviewed all of your responses and feel they provide a clear, concise and valid representation of the job, sign and date the description in the space provided. Forward the signed document to your manager for review and approval. Step 3: Managerial Review After reviewing the job description, your manager may want to discuss the document. This is beneficial because it provides a double check to ensure the relevant information is included. It also provides both of you an opportunity to gain a common understanding of the job. There may be some revisions made to the job description during this step. Step 4: Human Resources Review After your manager has approved and signed the description, it is forwarded to your Human Resources Division for review. This ensures: sufficient information is provided for job evaluation, and the description conforms to other job documentation within the department. Step 5: Final Review and Approval The job description is forwarded to the Next Level Manager (your Manager s Manager) for final approval and submitted by your Human Resources Division to the Public Service Commission for evaluation. Your job description is complete! Public Service Commission - Job Description Writing Guide for Excluded Employees 14

18 Section Four: Job Description Writing Tips These writing tips will help you create clear, effective, and consistent responses. 1. Relax! Many people are concerned when faced with the task of completing a job description. They believe they are not an expert writer or job analyst and therefore will not do a good job. Don t worry, just describe the job as you see it. The Description has been designed to gather the relevant information required for job evaluation. Any additional information you need is contained in this guide. 2. Describe the job as it currently exists not how it existed in the past or will exist in the future. 3. Be concise; ensure that every phrase and every word within the job description contributes to the readers understanding. If there is too much excess information the important points may be lost. 4. Use simple language; don t overwhelm the reader with jargon, technical language, acronyms, or buzz words. The best approach is to be clear and to the point. 5. Do not include personal judgements. Provide only the facts, this will allow the reader to draw his/her own conclusions. 6. Use active verbs in the present tense. For example: use writes job descriptions rather than wrote job descriptions. 7. Use verbs that are as precise and unambiguous as possible. For example, instead of: assist supervisor with production problems it should read review and analyze production complaints, and recommend production adjustments. 8. Add one or two brief examples where you think it will add to the readers understanding. 9. Use Arial 10pt font (true type) for all of your responses. Public Service Commission - Job Description Writing Guide for Excluded Employees 15

19 Section Five: Common Issues with Job Descriptions Here are some commonly encountered issues when completing the Management Job Description. Please review your draft document and make any changes based on the information provided below. General Issues common to all sections of the description: 1. Responses are too long and include too many irrelevant details. The description should not exceed an approximate length of three pages. 2. Responses are too short and superficial, and as a result, do not capture the job. 3. There is an incorrect emphasis on minor aspects of the job. For example, the job s main focus is information technology however the human resources component dominates. 4. The job is described in some form other than how it currently exists. For example, the job may be described as it previously existed or will exist in the future. Remember, you must describe the job as it exists now. 5. There are too many vague generalities rather than clear and concise language. If a statement does not add to the readers knowledge of the job, then either leave it out, change it, or add an example. 6. Grandiose language inflates the importance of the job and creates a false impression. 7. Personal judgements or conclusions are included. For example, Runs the Accounting Department, rather than providing the facts and allowing the reader to draw his/her own conclusions. 8. The incumbent s skill, background, performance or preferences are included. Remember, focus on the job, not the incumbent. 9. Includes job information that is appropriate for another job in the work unit. For example, a higher level manager includes accountabilities that actually relate to one of their subordinates. Overall Purpose Issues common to the Overall Purpose Section: 1. A summary of duties are presented, rather than a statement of the primary purpose of the job. 2. There is a lengthy, detailed list of activities taking five to ten lines. The Overall Purpose statement should not exceed three or four lines. Specific Accountabilities Issues common to the Specific Accountabilities Section: 1. Activities and/or duties have been stated rather than the major end results expected of the job. 2. One specific accountability statement incorporates several major end results to the extent that it encompasses 70% or more of all that is expected of the job. 3. The end result and/or the how is vaguely described. 4. The relationship between the end result and the how is tenuous. 5. Too many specific accountability statements are provided. Usually four to seven are sufficient. Public Service Commission - Job Description Writing Guide for Excluded Employees 16

20 Reporting Relationships Issues common to the Reporting Relationships Section: 1. Reporting relationships, upward or downward, are confusing or incomplete or they contradict the organization chart. 2. Reporting relationships do not differentiate between direct and indirect / functional relationships. 3. An up-to-date organization chart is not provided. This chart should illustrate the work unit and place it in the organizational context. Contacts Issues common to the Contacts Section: 1. Memberships or contacts are included that do not relate to the job, or the purpose of the contact is not apparent. 2. Direct reports are included. Decision Making Issues common to the Decision Making Section: 1. Typical decisions are not described; unique situations are described that are not indicative of the regular work performed. 2. The freedom to act or procedural controls for subordinate jobs are included. These belong in the subordinate s job description. Dimensions Issues common to the Dimensions Section: 1. There is an attempt to be too precise. In most cases approximate figures are sufficient (within 10 20%). 2. Too many dimensions are provided. Three or four dimensions are generally adequate. 3. The dimensions do not relate to the overall purpose and specific accountabilities of the job as it has been described. Working Conditions Issues common to the Working Conditions Section: 1. Examples are included that are not typical of the regular work environment. For example, unique or one time occurrences. Public Service Commission - Job Description Writing Guide for Excluded Employees 17

21 Appendix A Description for Excluded Jobs Template Public Service Commission - Job Description Writing Guide for Excluded Employees 18

22 Appendix A Description for Excluded Jobs Province of Nova Scotia Record your responses on this document and submit the final copy to your Human Resources Division: Job Title: Department: Division: Location: Date: I. Overall Purpose II. Specific Accountabilities III. Reporting Relationships This Job Reports to: Job Titles and Number of Incumbents Reporting to this Job: Public Service Commission - Job Description Writing Guide for Excluded Employees 19

23 IV. Contacts (Typical) The usual contacts required in the performance of this job include: V. Innovation The typical creativity and problem solving required in this job include VI. Decision Making The usual types of decisions made in this job and the types of problems or decisions that must be referred to a supervisor include: VII. Impact of Results The typical impact of end results produced by this job are: VIII. Dimensions (Approximate) Public Service Commission - Job Description Writing Guide for Excluded Employees 20

24 IX. Working Conditions A Physical Environment Examples: B Physical Effort Examples: C Sensory Attention Examples: D Mental Pressures Examples: X. Other Other important information that will assist the reader with a further appreciation of what is typical of this job: XI. Verification Prepared by:: Supervisor: Incumbent: Human Resources: Next Level Manager: Date: Date: Date: Date: Date: Public Service Commission - Job Description Writing Guide for Excluded Employees 21

25 Appendix B Sample Job Descriptions Public Service Commission - Job Description Writing Guide for Excluded Employees 22

26 This is a Fictitious Job - For Illustration Only Description for Excluded Jobs Province of Nova Scotia Job Title: Director of Finance Department: XYZ Division: Finance Location: Halifax Date: Date: April 1, 2007 PSC USE ONLY Job Grade: Job Code: Effective Position #: PSC Approval: I. Overall Purpose Is accountable for developing and managing departmental programs for the control of assets, budgetary planning, expenditure control, accounting for revenue, and operating costs in accordance with departmental and government policies, regulations and procedures. II. Specific Accountabilities 1. Contribute to the effective management of the Department through the development of short and long term operating and capital budgets, and through the provision of competent financial advice to senior managers in the development of their operating plans. 2. Contribute to the maximum operating efficiency of the Department through effective financial planning, accounting and reporting, and the provision of assistance in the resolution of department financial problems. 3. Contribute to the effective and efficient operation of the finance function within Government by working with the central agencies during the budgeting and reporting processes and assisting with other initiatives as requested. E.g. support the central agency in developing and responding to new accounting guidelines developed by the Canadian Institute of Chartered Accountants (CICA). 4. Ensure the Division s objectives are achieved by effectively managing the acquisition/selection and development of the division s financial, human, and other resources. II. Reporting Relationships This Job Reports to: Deputy Minister of XYZ Job Titles and Number of Incumbents Reporting Directly to this Job: Manager of Financial Services - 2 Administrative Assistant - 1 There are no indirect reporting relationships. Public Service Commission - Job Description Writing Guide for Excluded Employees 23

27 IV. Contacts (Typical) The usual contacts required in the performance of this job include: The Director has regular contact with senior managers of the department to provide financial advice and assist them with the development, administration and reporting of their financial plans. There is regular contact with the Department of Finance, Treasury and Policy Board and other Directors of Finance from across government to discuss issues relating to budgeting, financial planning, control, accounting and reporting policies and practices. V. Innovation The typical creativity and problem solving required in this job include: Working within Generally Accepted Accounting Principles, the financial policies and practices of the Government of Nova Scotia, the Director is regularly required to provide solutions to problems that require creative thinking. An example includes making recommendations on the re-allocation of funds to meet the changing priorities of government and the department. This may include redistributing monies to fund a new program not included in the Department s business plan at the beginning of the fiscal year. VI. Decision Making The usual types of decisions made in this job and the types of problems or decisions that must be referred to a supervisor include: Decisions are made according to professional standards, government policies and procedures, the financial plan of Government, executive direction, and the competing needs of stakeholders and managers within the department. Decisions that must be referred to the Deputy Minister for resolution or approval include major changes to the department s existing financial plan or major financial issues that have an impact between divisions of the Department, issues of a sensitive nature, and the creation of new positions within the Finance Division. VII. Impact of Results The typical impact of end results produced by this job are: Results achieved directly impact the efficiency and effectiveness of the Finance Division and impact its ability to provide high quality financial advice and assistance to all divisions within Department XYZ. The financial advice, assistance, and services provided by the Director and Division allow all the divisions of Department XYZ to better meet their individual objectives and needs of their clients. Public Service Commission - Job Description Writing Guide for Excluded Employees 24

28 VIII. Dimensions (Approximate) Division Employees: 15 Annual Division Operating Budget: $1.2 million Gross Annual Department Operating Budget: $250 million IX. Working Conditions A Physical Environment Examples: Located in a comfortable office environment, occasionally must travel by car or plane. B Physical Effort Examples: Much of the time is spent sitting in a comfortable position with frequent opportunity to move about. C Sensory Attention Examples: Regular need for reading, studying, observing, and listening (e.g. reading and typing e- mails, listening to others on the telephone and at meetings). Occasionally the need becomes one of giving very close attention. D Mental Pressures Examples: Frequent pressure from deadlines and need for accuracy (e.g. Budget preparation and financial reports). X. Other Other important information that will assist the reader with a further appreciation of what is typical of this job: The Director of Finance may be assigned co-ordination or asked to provide assistance on major projects. These typically occur on a bi-annual basis and range in length from three to six months. For example, evaluating new or existing accounting software and making recommendations for government, or serving as a member of a team negotiating contracts on behalf of government. XI. Verification Prepared by: Incumbent: Supervisor: Human Resources: Next Level Manager: Date: Date: Date: Date: Date: Public Service Commission - Job Description Writing Guide for Excluded Employees 25

29 This is a Fictitious Job - For Illustration Only Public Service Commission - Job Description Writing Guide for Excluded Employees 26

30 Description for Excluded Jobs Province of Nova Scotia Job Title: Manager of Administrative Services Department: ABC Division: Corporate Operations Location: Halifax Date: Date: April 1, 2007 PSC USE ONLY Job Grade: Job Effective Position #: PSC I. Overall Purpose Is accountable to ensure the efficient operation of all internal support services within the head office of Department ABC. II. Specific Accountabilities 1. Contribute to the effective operation of head office by co-ordinating, scheduling and supervising the administrative support function in the area of secretarial support, reception and mail delivery. 2. Contribute to the effective management of the department by serving as the department administrator for the procurement of goods and services and co-ordinating the delivery of these goods and services within the department. 3. Contribute to the advancement of the department s information needs by effectively managing the department s record management system and Library. 4. Ensure the control and maintenance of the department s furniture and equipment by developing and maintaining an effective inventory control system. 5. Maintain the effectiveness of the Administrative Services Section by providing staff with support, information and the professional development they require to succeed in their positions. II. Reporting Relationships This Job Reports to: Director of Operations Job Titles and Number of Incumbents Reporting Directly to this Job: Clerk 1(B) - 2 (1- Mail Clerk, 1 - Receptionist) Secretary II - 4 Clerk II - 2 (Records Clerks) Library Assistant II - 1 There are no indirect or functional reporting relationships. Public Service Commission - Job Description Writing Guide for Excluded Employees 27