Writing an Effective Position Description. An effectively-written position description (PD) is brief and concise.

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1 Writing an Effective Position Description An effectively-written position description (PD) is brief and concise. These tips will help supervisors develop accurate content for the Basic Function and Basic Duties and Responsibilities sections of the Interagency Post Employee Position Description, DS298. It will also serve as the basis for completing the Job Discussion Help Sheet (JDHS). 1. General Hints The words and phrases you use to describe a job are very important. They will convey your meaning quickly and clearly -- or provide only a vague picture of what the job really includes. For example, following are a few phrases actually used in FSN position descriptions: Carries out high level contracts regarding the program. Provides facilitative support. Coordinates the maintenance work of the post. Reviews visa applications. Processes input for all data contained in the post s DRS files. Can you explain exactly what the writer meant in each case? Of course not! These examples are only vague statements. They do not provide a clear indication of exactly what is done, how it is done, or why it is done. If those who are directly responsible for a position can t define it clearly, how can an HR Classifier be expected to classify the position with any degree of competency? Or, how can a new employee understand the kind of work he/she is expected to do? Following are some simple suggestions to consider when describing any job: a. Use plain, clear language. Choose your words carefully. b. Write simply and precisely. Avoid technical phrases, acronyms, and ambiguous statements. Effective PD Writing, HR/OE updated 10/11 Page 1

2 c. Do NOT use words which imply responsibilities or complexities greater than actually exist for the position. For example, do NOT describe a task as Maintains liaison with representatives of the business community when the task is Locates and issues various commercial library information as requested by members of the local business community by telephone, letter, or personal visit. Impressive sounding words and complex sentences oftentimes result from cloudy thinking. In most cases, they indicate that the person who wrote the PD did not spend enough time studying the position and analyzing its various tasks. Sometimes, impressive sounding verbiage indicates that the writer is trying to qualify a position for a higher grade by exaggerating the importance of its functions. Be forewarned: This technique is so obvious it almost never works! Position classification is the process that establishes and maintains equitable compensation and grading structures across all locally recruited positions in a Mission. Trying to manipulate the outcome of a particular classification by swelling the qualifications or duties of a job undermines the integrity and equity of the entire Mission position structure.. 2. Verb Selection a. Active Verbs Always use active verbs when describing duties which must be performed. By definition, an active verb indicates that the subject does something -- that is, performs some action. In the case of a position description, the implied subject is always the incumbent employee. Three examples of active verbs are: posts, designs, and types. Following are examples of these verbs used in sentences describing a particular task: Posts specific information from purchase documents to stock record cards. Designs art work for posters, magazine covers and other information materials to meet specified needs, but with some freedom to use creative judgement. Types letters, memoranda, reports, and lists in final form from handwritten drafts. b. General Verbs Effective PD Writing, HR/OE updated 10/11 Page 2

3 Selecting the verb that most accurately describes the action performed is a major concern when writing a PD. Like other words, some verbs can be so general or vague that they do not indicate exactly what must be done. Five general verbs which are often used on PDs are: assist, prepare, handle, examine, and research. Although it s fine to use these verbs, you still need to explain the action involved in more detail. 3. Statements of Difficulty It is important in most PDs to provide a sense of how difficult the duties and responsibilities of the position are. The level of difficulty definitely has an impact on a position s ultimate classification and grade. Often the difficulty level of various tasks is described using the following terms: routine difficulty average difficulty considerable difficulty unusual difficulty CAUTION: You must provide enough details to indicate exactly the difficulty of the position s work. 4. WHAT-HOW-WHY Format Each major duty and responsibility is best described using a WHAT, HOW, and WHY format. This format is concise, efficient, and orderly. a. Begin each statement with an ACTION verb which tells WHAT action (duty/responsibility) the incumbent must perform. What task must be performed? b. Continue by explaining HOW (method/technique) the incumbent should perform the action. Effective PD Writing, HR/OE updated 10/11 Page 3

4 How should the task be performed? c. Complete the statement by indicating WHY the incumbent should perform the action. Why does this task need to be performed? The WHY portion of any statement is the RESULT expected that is, the REASON FOR performing the task. Following are two examples of duties described using this format: EXAMPLE #1: WHAT? Files various documents in three separate filing systems: HOW? (1) an alphabetical system (by procurement item), (2) a chronological system (by procurement date), and (3) a numerical system (by voucher number) WHY? These files serve as a complete record of all procurement transactions at post, and as the source documents in support of the accounting system for procurement transactions. * EXAMPLE #2: WHAT? Researches foreign trade developments HOW? by reading daily newspapers, trade publications and economic journals and making regular visits to the local Chamber of Commerce, Ministry of Trade and Development and various trade associations WHY? in order to compile data on Country Z s trade relationships and to analyze foreign trade trends. NOTE *: To avoid an overly lengthy statement, the why portion often can be presented as a separate sentence following the initial what and how statement -- as in Example #1. Careful thought and preparation should go into the writing of every position description. Without this special attention, it is not possible to prepare an accurate and complete explanation of any job. As you prepare for and write any PD, always focus your thoughts on the POSITION and NOT on the employee assigned to the position. It usually helps to think of the position as VACANT. Effective PD Writing, HR/OE updated 10/11 Page 4

5 Some of the basic questions you need to ask yourself about any position are: 1. What duties are assigned to this position? 2. How is the incumbent expected to perform these duties? 3. Why must these duties be performed? What is their purpose? 4. Under what conditions must the duties be performed? 5. Steps to Developing a PD Fact Gathering a) Collect and review all available information about the position and any details which relate to, or impact on the work of the position. For example: 1) The post s staffing pattern 2) All relevant organization charts 3) Any functional / descriptive statements about the position or any related position 4) Agency and/or local instructions and procedures concerning the work of the position 5) Any existing PDs which describe the position, a similar position, or another job with one or more duties which are comparable to those of the subject of the position. Suggestion: If possible, study existing PDs only AFTER reviewing other relevant data. This process will stop you from forming preconceived ideas about the job before you have examined all the pertinent data. b) Discuss the position with other staff members who have responsibility for and/or information about the work of the position. 1) If the position s FSN supervisor is preparing the PD, he/she should begin by interviewing the incumbent employee (if any) and then questioning other employees who may have knowledge of the position. This supervisor should then discuss the job with the American supervisor. If the position s American supervisor is preparing the PD, he/she should consult with both the FSN supervisor and incumbent employee, as appropriate. Effective PD Writing, HR/OE updated 10/11 Page 5

6 2) Depending on how much he/she knows about the details of the job before interviewing the incumbent, it may also be a good idea for a supervisor to prepare a preliminary list of major duties to discuss with the employee and/or another supervisor. 3) Supervisors should conduct their interviews with incumbent employees at the work site. An on-site discussion makes it possible for the supervisor to observe the work area, the forms and equipment used, the work process, and other pertinent factors related to the work of the position. Viewing the physical environment, while discussing the position s duties and responsibilities, makes these tasks more understandable. This process makes it much easier for the supervisor to describe the position. Note: Even supervisors who work in the same or nearby office find it illuminating to sit with the incumbent at the work-site. Facts which are easily overlooked during occasional day-to-day contact often come quickly into focus during this visit. Organizing Facts Once you have collected and reviewed all significant facts about a position, you are ready to organize these facts into a logical order. Do this as soon as possible after studying a position, while all the details are still fresh in your mind. a) Prepare a list of the MAJOR KINDS of work performed. 1) Consider the various functions of the position and the work performed in carrying out each of these duties. 2) Group like or related duties and tasks together in a logical manner. b) Examine the items on the list to see if they are all different from one another -- or if some of them are generally concerned with the same kinds of duties / responsibilities. Can any of the items be combined or eliminated? c) Make any necessary changes to the list which you believe are necessary -- combine items and/or re-group them as necessary. d) Arrange the various kinds of work IN ORDER OF IMPORTANCE. (This is the best arrangement for classification purposes. Do NOT organize the list in the order in Effective PD Writing, HR/OE updated 10/11 Page 6

7 which the work is performed or by the amount of time spent performing each kind of work.) e) Expand the list into an outline. Add any relevant details, explanations, or notes under the appropriate major headings you have established. f) Review the outline and make any necessary changes or additions. Is it clear and easy to understand? The more detailed your outline, the easier it will be for you to complete the PD. g) Estimate the percentage of time spent performing each major element of the work. Keep in mind as you make your estimates that 5% of a 40-hour work week = 2 hours per week. (Your estimates at this point is just preliminary; they may change when you complete your final description of the duties and responsibilities under each grouping.) 4. Position Management Review The appropriate supervisor (American and/or FSN) should review the position outline from a position management point of view to determine if this is the way in which he/she wants the job to function. For example, the supervisor should consider the following questions: 1. Do the duties of the position overlap with those of other positions in the office/ unit? 2. Is there a mixture of important and routine duties? 3. Should some of the duties be shifted to other positions? Based on the answer to some of these questions, the supervisor may wish to add or delete some of the duties / responsibilities of the position. Supervisors should be mindful, however, that whenever a change is made to the duties of one position it will impact on one or more other positions. Therefore, other PDs should be reviewed and revised as necessary. Effective PD Writing, HR/OE updated 10/11 Page 7