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The What - Part 2 0f 3

by Mark McClanahan

In my last article, I started down the path of clearly defining an employee’s position through the use of a performance agreement.  We left off defining why the company has the position.  We’ll now move on to clarifying some of the what around the position.

The what comes in two forms.  The first way is provided through a list of key responsibilities for the position.  This is represented by three to six statements that categorize the work the employee performs.  These categories essentially represent big buckets of tasks within each key responsibility.  These statements need to be easy to remember.  I often tell people the key responsibilities should easily roll off someone’s tongue in situations like a social setting or a networking meeting.  For instance, a Marketing Manager might say something like (1) “I lead and support the marketing team, (2) I guide all of the creative for the company, and (3) I develop and execute annual marketing plans.”

The second form spells out what is needed from the employee to fulfill the duties of the role by asking, “What does it take to make this position successful?”  The answer should identify key attributes needed by the person filling the role.  Using the example of a Marketing Manager, one would say things like:  strategic thinking skills, project management abilities, media buying experience, and art direction.

By defining the what of a position, a lot of the benefit is provided. The company clearly states the expectations of the role; the supervisor more effectively oversees the employee in the role; and, the employee clearly knows what he or she should be doing in the role.

Mark McClanahan (mmcclanahan@callmosb.com or 314.909.1800) is the president at Mosby Building Arts.
Submitted 7 years 31 days ago
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