Without defining the jobs that must be done, and considering these in their relationships to one another and to the programme objectives, it is hard to see how a staff team can be recruited. Yet, there are examples of rapidly forming or growing organisations operating entirely on a set of job designations or titles.
Such designations may or may not result in a team that is able to define interdependent roles and functions. Often, such titles result in considerable time being spent during the initial stages and throughout the programme in negotiating roles. Because designations do not explain precisely what is required by a particular job, people establish who does what on the basis ofon what they are capable of doing. It is highly likely that the programme will change to meet the personal gifts and aspirations of the staff appointed rather than its set programme objectives.
A sample job definition is available at Job Descriptions/Staff Profiles - New Zealand, and a summary of the component parts follows.
Accountability
The supervisor should be identified by title, and if there is a dual or matrix reporting line, or a set of committees to whom the person must report, these should also be listed.
Despite having a detailed job description, the chain of accountability is the primary indicator of job performance, organisation expectation, and actual day-to-day work.
Key Objective
A short statement can set the overall objective to be achieved by the person filling the job. But the key objective should be the defining characteristic of the job. The following details can be considered a guide in carrying out the job.
Results Areas
To achieve the key objectives, the individual has to achieve certain results in areas such as management of other staff, financial control, team building, acquisition of materials, development of courses, and liaison with the public. These criteria are the body of the description, but again, it should concentrate on results areas rather than all the activities a person must do.
The results framework may require a listing of specific objectives which must be achieved under each result.
Job descriptions should identify what has to be done, with the person allowed considerable discretion as to how to achieve the results. Such an approach makes it possible for those with even relatively menial jobs to have some personal control over their job and to be able to develop themselves and take initiative.
Level of Authority and Discretion
Finally, the document should establish the level of authority that comes with the job. This should include a list of those who will report to the person.
Other responsibilities should be spelled out, such as discretion over budgets, their ability to enter into contracts, speak on behalf of the organisation, make decisions outside the set parameters of the work plan, and so on.
Establishing a Job Applicant Profile
Having established a job description that enables recruitment, letters of appointment, and on-the-job assessment, those responsible for recruitment should develop a profile that helps them to search for appropriate people to fill the job.
Such a profile will take into account not only the necessary competencies demanded by the job description, but also the qualities that make it possible for a person to fit into the team being established.
Job profiling has to be done internally and with due consideration not only for the labour and employment laws of the country but also with a human rights and democracy orientation.
Certain jobs require people who are extroverted or who speak certain languages, or have political and cultural access to certain stakeholder groups or potential programme partners. Those selecting teams may have certain views about whether teams are more effective if they are diverse in background and age, or should be more homogenous.
There may also be views on whether women or members of minority groups should be incorporated into the staff team for reasons other than those above in order to ensure that they get equal opportunities for development in societies that may otherwise discriminate against them.
Once a job profile has been developed for the type of person that is to be sought for the job, recruitment can begin.
