We Believe in Job Descriptions, But They Have to be Results-Oriented

Job descriptions are good. Yes, we’re aware that no one likes to write them (except us and a few other strange people).

“Things change all the time.” “No one ever uses them.” “A waste of time.” “I’ve got other things to do.”

If something isn’t useful and doesn’t help you manage, then, of course, dump it. Consider, however, that the job description is your employment contract with an employee: You accomplish this for me, and I will pay you.

As is true in many aspects of life, communication is key. Don’t wind up like the warden who made Cool Hand Luke’s situation plain: “What we have is failure to communicate.” A job description is communication. The better you write the job description, the clearer will be your expectations and requirements to your employee.

Does it take time to write a job description? Of course, but look at the alternatives: You either assume that because a job applicant has performed the same or a similar job in the past, she knows how to do your job, or you tell the applicant what you want done (which we’ll bet will be incomplete, and we’ll also bet will be forgotten by the applicant amidst the deluge of information she receives at the start of the job).

Now, here’s another thing we believe about job descriptions: Writing a long list of duties or tasks is almost not worth the effort. Instead, what you want to establish are the results that you want an employee to accomplish after performing the duties. Where is the employee headed? What is the objective? What does success look like when achieved? We created the Results-Oriented Job Description because it is more valuable to managers and employees.

We’ve all been served in a restaurant. Here’s what the job looks like from a results-oriented point of view:

JOB TITLE: WAITER/WAITRESS



JOB PURPOSE: SERVES DINERS by covering tables; setting utensils, napkins, decorations, condiments, candles, and service plates; presenting menu; suggesting courses; explaining daily specials; answering food preparation questions; recording diners choices; picking-up and delivering items from bar, kitchen, and service areas; inquiring of needs; removing courses as completed; issuing bill; accepting payment.



ESSENTIAL FUNCTIONS:

% of time

____ 1. PREPARES TABLES FOR DINING by cleaning and covering tables; setting utensils, napkins, decorations, condiments, candles, and service plates.

____ 2. HELPS DINERS SELECT FOOD AND BEVERAGES by presenting menu; suggesting courses; explaining daily specials; answering food preparation questions; offering beverages; identifying appropriate wines.

____ 3. TRANSMITS ORDERS TO KITCHEN AND BAR by recording diners choices; identifying diners special dietary needs and requests; noting timing of meal progression.

____ 4. SERVES FOOD AND DRINKS by picking-up and delivering items from bar, kitchen, and service areas.

____ 5. MAINTAINS DINING EXPERIENCE by inquiring of needs; removing courses as completed; replenishing utensils; refilling water glasses; being alert to spills or other special needs.

____ 6. CONCLUDES DINING EXPERIENCE by acknowledging choice of restaurant; inviting diners to return.

____ 7. OBTAINS DINING REVENUES by totaling charges; issuing bill; accepting payment; returning change or credit card.

____ 8. PROTECTS RESTAURANT AND DINERS by adhering to sanitation, safety, and alcohol beverage control policies.

____ 9. IMPROVES WAITER/WAITRESS JOB KNOWLEDGE by attending training sessions; reading technical publications.

____ 10. CONTRIBUTES TO FOOD SERVICE AND RESTAURANT SUCCESS by welcoming related, different, and new requests; helping others accomplish job results.

A Results-Oriented Job Description creates a meaningful base for stating job qualifications, interviewing job applicants, orienting new employees, planning job training, appraising job performance, counseling and disciplining employees—all of the essential employment actions.



We Believe in Job Descriptions, But They Have to be Results-Oriented - To learn more about this author, visit Roger Plachy's Website.

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