JOB TRAINING based squarely on job responsibilities builds job knowledge, job skills, and job abilities, and avoids frivolous programs that attempt to develop personal qualities and attitudes. A job description establishes a direct link and rationale for planning and delivering training programs. Results statements in the job description automatically become training objectives.
PERFORMANCE APPRAISAL forms separate from the job description frequently focus on traits and behaviors—leading to appraisal conversations that are too personal for either the supervisor or the employee. Confrontations can be minimized by using objective job description language (job requirements were either accomplished or not) to structure the appraisal conference. Goal setting planning and appraisal formats are also better structured when grounded in actual job responsibilities. When results are included in the job description, supervisors are spared the ridiculous situation of having to give an employee a good rating for "doing" job tasks even though he did not accomplish required results.
A well- and powerfully written job description provides an efficient, consistent and legal anchor for all employment actions; separate forms (usually trait or competency-based) are unnecessary, confusing, and potentially dangerous. Employment actions built directly on a job description will be job specific—just what judges and employees want.
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