PAPER: Introduction on How Preparing a Job Description

PURPOSE:

The purpose of this paper is :

  • To provide a basic understanding and requirement of the Job Description each key personnel for EPCI Projects in order to make comprehensive Job Description towards achieving business results.
  • To create awareness of quality and quality system in accordance with ISO 9001:2008;

SCOPE:

This paper prescribes the Job Description on “Corporate & Project Quality Management System (QMS) of ISO 9001:2008” for an EPCI Oil & Gas CONTRACTOR’s personnel.

GENERAL:

A job description is a list that a person might use for general tasks, or functions, and responsibilities of a position.

It may often include

  • to whom the position reports,
  • specifications such as the qualifications or skills needed by the person in the job, or
  • a salary range.

Job descriptions are usually narrative, but some may instead comprise a simple list of competencies; for instance, strategic human resource planning methodologies may be used to develop a competency architecture for an organization, from which job descriptions are built as a shortlist of competencies.

Note:

Human resources planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization.

strategic human resource planning model

Picture – HR Planning & Analysis Model (Source: wikipedia)

Human resource planning is ‘the process for ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements’. A process in which an organization attempts to estimate the demand for labour and evaluate the size, nature and sources of supply which will be required to meet the demand.

Human resource planning includes creating an employer brand, retention strategy, absence management strategy, flexibility strategy, talent management strategy, recruitment and selection strategy.

 

TERMS / ABBREVIATIONS / DEFINITIONS:

Organization: group of people and facilities with an arrangement of responsibilities, authorities and realtionships. [See ISO9000:2005 3.3.1]

EXAMPLE Company, corporation, firm, enterprise, institution, charity, sole trader, association, or parts of combination thereof.

Organizational structure: arrangement of responsibilities, authorities and realtionships between people [See ISO9000:2005 3.3.2]

Project Quality Plan (PQP) – Document specifying which processes, procedures and associated resources will be applied by whom and when, to meet the requirements of a specific project, product, process or contract (ISO 9000:2005 Clause 3.7.5 & ISO 10005 Second Edition -2005 Clause 3.8)

PQP document setting out the specific quality practices, resources and sequence of activities relevant to a particular product, project or contract.

Job is a basic term that describes a set of duties and responsibilities performed by one person or multiple people.

Position is a job held by one person.

Responsibilities are major areas of accountability and are the primary functions of a job

Competence: application of knowledge, skills, and behaviours in performance [See ISO 10015 3.1]

Education — the type and minimum level, such as high school diploma and bachelor’s degree.

Experience — the type and minimum level, such as three to five years of supervisory experience, five years of editing experience, and two years of experience with content management systems.

Special skills — such as languages spoken and computer software proficiencies.

Certifications and licenses — such as industry certifications and practitioners’ licenses.

 

Quality management systems of ISO 9001:2008 — Requirements

4.1 General requirements

The organization shall establish, document, implement and maintain a quality management system and continually improve its effectiveness in accordance with the requirements of this International Standard.

The organization shall

d) ensure the availability of resources and information necessary to support the operation and monitoring ofthese processes,

5.5 Responsibility, authority and communication

5.5.1 Responsibility and authority

Top management shall ensure that responsibilities and authorities are defined and communicated within theorganization.

5.5.2 Management representative

Top management shall appoint a member of the organization’s management who, irrespective of other responsibilities, shall have responsibility and authority that includes

a) ensuring that processes needed for the quality management system are established, implemented and maintained,

b) reporting to top management on the performance of the quality management system and any need for improvement, and

c) ensuring the promotion of awareness of customer requirements throughout the organization.

NOTE The responsibility of a management representative can include liaison with external parties on matters relating tothe quality management system.

6.2 Human resources

6.2.1 General

Personnel performing work affecting conformity to product requirements shall be competent on the basis ofappropriate education, training, skills and experience.

NOTE Conformity to product requirements can be affected directly or indirectly by personnel performing any task within thequality management system.

6.2.2 Competence, training and awareness

The organization shall

a) determine the necessary competence for personnel performing work affecting conformity to product requirements,

d) ensure that its personnel are aware of the relevance and importance of their activities and how they contribute to the achievement of the quality objectives,

7.3.1 Design and development planning

During the design and development planning, the organization shall determine

c) the responsibilities and authorities for design and development.

The organization shall manage the interfaces between different groups involved in design and development toensure effective communication and clear assignment of responsibility.

 

ISO 10006:2003 Quality management systems – Guidlines for management in Projects

5.2.4 Involment of people

People at all levels are the essence of an organization and their full involment enables their abilities to be used for the organization’s benefit [see ISO 9000:2005, 0.2c)].

Personnel in the project organization should have well-defined responsibility and authority for their participation in the project. The authority delegated to the project participants should correspond to their assigend responsibilty.

 

Job description for each key personnel for EPCI Project:

The purpose of the Project Quality Plan (PQP) is to ensure efficient and orderly Project Quality throughout the performance of the Project WORKS.

Each of the WORK to be carried out in the frame of this CONTRACT will be done by a dedicated project team members. A dedicated project team shall be established by selecting and developing from the available resources and expertise within CONTRACTOR and Sub-contractor to carry out all the Works under the contract. The prime role of the team shall be to complete the works in a safe and efficient manner whilst meeting all the contractual obligations.

The Project task force for project work activities is represented in the CONTRACTOR Project Organization Chart illustrating the mainlines of authority, responsibilities, communication and reporting channels.

The CONTRACTOR is required by Client (COMPANY) to prepare Job description for each Project key personnel. The brief job description ( Responsibilities and Authorities ) of the Project Management Team shall be summarized in PQP. The detail job description shall be prepared accordingly.

The CONTRACTOR Project Manager is responsible for managing and executing all of the services and directing the project team, implementing all aspects of the QA requirements. The Project Manager shall allocate clearly all tasks to individual personnel commensurate with their experience, capability and training. In limited situations the Project Manager may require individuals to undertake dual roles.

Personnel allocated to key tasks shall have qualifications and experiences commensurate with those given on the applicable job description.

 

Creating a job description

Creating successful job descriptions can be an important part of your role as a compensation and benefits specialist.

Your organization’s job descriptions should be concise, clear, and correct. They also should follow a consistent format.

A job description is usually developed by conducting a job analysis, which includes examining the tasks and sequences of tasks necessary to perform the job.

The analysis considers the areas of knowledge and skills needed for the job.

A job usually includes several roles.

The job description might be broadened to form a person specification or may be known as Terms Of Reference.

The person/job specification can be presented as a stand alone document though in practice, it is usually included within the job description.

A job description is often used in employment (a new position that needs to be filled).

 

Writing Effective Job Descriptions

Job descriptions are an essential part of hiring and managing your employees.

These written summaries ensure your applicants and employees understand their roles and what they need to do to be held accountable.

Job descriptions also:

  • Help attract the right job candidates
  • Describe the major areas of an employee’s job or position
  • Serve as a major basis for outlining performance expectations, job training, job evaluation and career advancement
  • Provide a reference point for compensation decisions and unfair hiring practices

(Source: http://www.sba.gov)

NOTE – About SBA:

SBA was officially established in 1953.

Since its founding on July 30, 1953, the U.S. Small Business Administration has delivered millions of loans, loan guarantees, contracts, counseling sessions and other forms of assistance to small businesses.

SBA has grown significantly in terms of total assistance provided and its array of programs have been tailored to encourage small enterprises in all areas.

 

Maintaining a job description

General changes in job content may lead to the job description being out of date.

Job descriptions shall be maintained especially in a rapidly-changing organization, for instance in an area subject to rapid process-technological change.

Organization should ensure that Job descriptions for some senior managers have the freedom to take the initiative and find fruitful new directions.

Roles and responsibilities

A job description may include relationships with other people in the organization: Supervisory level, managerial requirements, and relationships with other colleagues.

Goals

A job description need not be limited to explaining the current situation, or work that is currently expected; it may also set out goals for what might be achieved in the future.

 

Basic Principles of Job Description

  • It is not a SHOPPING LIST.
  • Information/ data is gathered, analyzed, grouped and put into formatted job description.
  • Content of job description does not relate to the incumbent’s performance.
  • FACT not OPINION;
  • Write actual and current job information, NOT ideal or future job.

A job description is a result from Job Analysis process – to be carried out by Job Analyst, Superior and Job Holder.

(Source: Workshop handout – PT. NISCONI)

Job description basics

Job descriptions (JDs) are typically one to two pages in length. They include six key elements:

  • Job title
  • Job summary
  • Key responsibilities
  • Minimum job requirements
  • Physical requirements
  • Disclaimer

(Source: http://office.microsoft.com)

 

Job/Position Description Format or Contents – typical:

  • Job/Position Identification
  • Job/Position Purpose
  • Dimension
  • Main Accountabilities
  • Minimum Qualification (knowledge, experiences and competencies)
  • Authorities /Freedom to Act
  • Working Relationship
  • Challenges
  • Organization Structure

Job/Position Identification

The brief identifying job/position details which are given at beginning of the position description.

Identification contains general information:

  • Job/Position Title
  • Job/Position Holder
  • Department
  • Reports To
  • Job Analyst
  • Location

Job / Position Purpose

  • A short and accurate statement of WHY the job/position exists.
  • It is generally in the form of 1 or 2 sentences.
  • One sentence is usually adequate : HOW + WHAT + WHY

The purpose of statement is the answer to questions such as:

o   What part of the organization’s total purpose is accomplished by this job/position?

o   What is the job/position’s unique contribution to the orhganization?

o   What would not get done if this job/position did not exist?

o   Why do we need this job/position at all?

Job/Position Purpose of Training and Development Supervisor – Example:

“To plan and direct the establishment and implementation of human resource and administratition policies so as to achieve an effective and efficient workforce and harmonious industrial relations.”

Job/Position Purpose of Sales & Marketing Manager – Example:

“Identify prospective customers, perform marketing campaign,

HOW                WHAT                   HOW             WHAT

develop marketing proposals, and execute sales,

HOW               WHAT                      HOW   WHAT

in order to meet the company planned sales and market share target.

WHY

References / Read more:

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