August 2009 Management Minute
by Chris Reinhardt, feedlot specialist
There are many parts of managing personnel which are difficult, complex, and sometimes unpleasant. But with respect to hiring, there are some steps which can streamline and take some of the pain out of the process.
If you run a small business chances are you are not only CEO, CFO, and COO, but also VP for Human Resources. That is to say you have plenty on your plate hour by hour and day by day. But you also know a good investment when you see one. Having written job descriptions on file for the various positions you employ will save time and confusion during the hiring process and possibly frustration and headache after the new employee is on the job.
If you are in the process of filling a vacant position take the time to write out as detailed and thorough of job description as possible. This includes not only specific tasks to be performed by the employee but also qualifications needed. Most importantly: put your expectations in writing. This gives any prospective new hire a clear indication of what will be expected, and they will be able to evaluate whether they are qualified. During the interview process you have the opportunity to ask about qualifications for each individual job duty for which you’ve advertised. If the applicant is unqualified for certain, perhaps minor duties of the job, you can make the assessment whether or not to hire them regardless. Note: if you do hire them in spite of a lack of ability to perform a given task, either eliminate this task from the job description on file or make specific training for this task a priority for the new hire and document the lack of qualification and training in the person’s records.
One advantage of the hiring process is that you have the opportunity to start with a clean slate. If the organization has changing needs compared with the duties performed by the previous employee, you have an opportunity to find a person with a different skill set to perform those duties better aligned with your vision of the organization’s future success.
Be specific with respect to duties or qualifications. For example, instead of “Must be good with computers” write “Must have documented experience with PeachTree”. Also, as a job description is considered a legal document, never make any reference to preferences of gender, age, race, nationality, etc. as this is strictly illegal.
Finally, communication is always at the heart of success or failure when managing people and the job description is just another form of clear communication. If the employee and supervisor understand clearly the fully documented expectations of qualifications, duties, normal work hours, reporting structure, performance goals, and any collaborative expectations BEFORE, DURING, and LONG AFTER the hiring process, the risk of confusion and conflict over job expectations will certainly be greatly reduced.
For more information, contact Chris at 785-532-1672 or cdr3@ksu.edu.
