JOB DESCRIPTION WRITING GUIDE FOR EXCLUDED EMPLOYEES

Transcription

JOB DESCRIPTION
WRITING GUIDE FOR
EXCLUDED EMPLOYEES
Job Description Writing Guide
for Excluded Employees
Job Description Writing Guide
Version 2.0
December 2007
Public Service Commission
Province of Nova Scotia
Public Service Commission - Job Description W riting Guide for Excluded Employees
a
Table of Contents
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Section
I.
II.
III.
One: Before You Begin. . . . . . . . . . . . . . . . . . . . . . . .
W hen Should a New Job Description be Com pleted?..
Job Description W riting Tools. . . . . . . . . . . . . . . . . . . .
Identifying, Collecting and Organizing Job Inform ation.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
3
3
3
4
Section
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
IX.
X.
XI.
Tw o: Completing the Job Description.
Overall Purpose. . . . . . . . . . . . . . . . . . . . .
Specific Accountabilities. . . . . . . . . . . . . .
Reporting Relationships.. . . . . . . . . . . . . .
Contacts (Typical). . . . . . . . . . . . . . . . . . .
Innovation. . . . . . . . . . . . . . . . . . . . . . . . .
Decision Making. . . . . . . . . . . . . . . . . . . .
Im pact of Results. . . . . . . . . . . . . . . . . . . .
Dim ensions (Approxim ate). . . . . . . . . . . .
W orking Conditions. . . . . . . . . . . . . . . . . .
Other. . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Verification. . . . . . . . . . . . . . . . . . . . . . . . .
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
5
5
6
7
8
9
9
10
11
12
13
13
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
Section Three: Verification of Job Information. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Section Four: Job Description W riting Tips. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Section Five: Common Issues with Job Descriptions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Appendix A: Description for Excluded Jobs Tem plate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Appendix B: Sample Job Descriptions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
b
Introduction
This guide is designed to outline the process and guidelines for com pleting the Description for Excluded Jobs
and to help you provide clear, concise and relevant inform ation.
Prior to com pleting the description, review the inform ation contained in this guide and be as specific and
concise as possible in describing the job as it currently exists. Feel free to add exam ples that will add to the
reader’s understanding.
Base your description on what is typical of the job, and be sure to cover all critical aspects even though they
m ay not occur frequently. Rem em ber you are describing the job not the incum bent.
If you have any questions about completing the Job Description please contact Hum an Resources.
Purpose of the Job Description
By docum enting the purpose and objectives of a job, the description serves m any purposes. The job
description:
A. Is the source docum ent used for m easuring the relative contribution of jobs within the organization for the
purpose of pay delivery. The Governm ent evaluates excluded jobs using four factors, these are the
com m on yard stick used to ensure consistency of evaluation results across the organization. The four
factors are:
Know -How
In every job the holder is expected to know how to do certain things. KnowHow m easures the knowledge and skills required to do the work
com petently. It does not m atter whether the skills and knowledge were
acquired in school, on the job, or through life experiences. W e look for:
•
•
•
specialized, technical, and practical knowledge
organizational skills needed to plan and co-ordinate activities
skills in dealing with people
Problem Solving
In every job the job holder has to think. Problem Solving looks at the degree
of difficulty in the thinking required on the job and the support available to
solve problem s that m ay com e up. Since you think with what you know,
Problem Solving is Know-How put to use.
Accountability
All jobs have to get things done. Accountability refers to the opportunity the
job has to bring about results and the im portance of those results to the
organization. It also m easures the degree to which a person in the job m ust
answer for the results achieved.
W orking Conditions
Jobs do not exist in a vacuum . W orking Conditions m easure the intensity,
duration and frequency of the physical and m ental dem ands of the job. This
includes physical effort, discom fort or hazards, the need for sensory
attention and the m ental pressures involved in doing the job.
The Description for Excluded Jobs has been designed to gather inform ation relating to these four factors
which exist in varying degrees in all jobs.
B.
Serves as a basis of agreem ent between you and your m anager about work goals, objectives and
expectations of the job;
1
C.
Com m unicates how a job contributes to the overall objectives of the organization and the perform ance
that is expected; this docum entation can be used as the basis for planning specific perform ance targets;
and,
D.
Helps provide an understanding of the relationships between various jobs within Governm ent and helps
identify gaps and overlaps in responsibilities. This can be very helpful for organizational design and
succession m anagem ent.
Application
The Job Description and W riting Guide have been tailored for m anagers of staff and individual contributors
who are excluded from the bargaining unit.
Structure of the Writing Guide
The Guide is divided into six sections. The first three outline the various phases of com pleting the job
description, nam ely: Section One: Before you Begin; Section Two: Com pleting the Job Description; and
Section Three: Verifying Job Inform ation. The final three sections: outline the job evaluation process; provide
writing tips; and identify com m on issues with job descriptions.
For your convenience, several other aids have been provided as appendices. These include: the Job
Description tem plate (Appendix A), and three sam ples of com plete job descriptions (Appendix B).
2
Section One: Before You Begin
I. When Should a New Job Description be Completed?
Typically, a new job docum ent should be developed when:
A.
A new job is created;
B.
The responsibilities of a job have changed significantly, this m ay be due to a realignm ent of
responsibilities or technological change; or
C.
A job is affected by organizational restructuring.
If you have doubt as to whether a new description should be com pleted, please contact your Hum an
Resources Representative.
II. Job Description Writing Tools
The following tools are available to help you com plete the Description for an Excluded Job: They are available
electronically at http://www.gov.ns.ca/psc.
A.
Job Description W riting Guide
The W riting Guide provides the tips, tools, sam ples and step-by-step guidance required to assist
m anagers with com pleting their job description.
B.
Job Description Tem plate
Record your final responses on this docum ent. After it has been approved by your m anager, the
com plete job description is forwarded to your Hum an Resources Division and subm itted for job
evaluation. The tem plate is outlined in Appendix A and three com plete sam ples are located in Appendix
B.
3
III. Identifying, Collecting and Organizing Job Information
After you have determ ined that a new job description is required, you should fam iliarize yourself with the job
description, and identify, collect and organize the relevant job content inform ation. The process steps are
identified below:
Step 1:
Review the Job Description
Review each section of the Job Description to becom e fam iliar with the type of inform ation
required. You should review the Job Description Tem plate in Appendix A and the com plete
sam ples contained in Appendix B.
Step 2:
Review the W riting Guide
After you are fam iliar with the job description you should review this writing guide. The guide
outlines each section of the description and provides tips and sam ples to help you create
clear, concise and effective responses.
Step 3:
Begin M aking Notes
After you have fam iliarized yourself with the sections, it is tim e to begin collecting and
organizing your job inform ation. For each section outline your ideas for possible answers.
You should pay particular attention to the overall purpose and specific Accountabilities as
these are the two m ost im portant parts of the job description. The rem ainder of the job
description should flow from these first two sections. At this point you are not com pleting the
description but rather brainstorm ing, ordering and docum enting your thoughts. W rite specific
exam ples that will allow you to provide a clear description of the job. These notes will help
you later when you begin to com plete your responses.
4
Section Two: Completing the Job Description
Now that you are fam iliar with the job description and have organized the relevant job content inform ation, you
are ready to begin writing your responses. This section explains each com ponent of the Job Description and
is designed to provide a better understanding of the type of inform ation that should be included. Exam ples
are provided for further clarity.
Before beginning to write, review Section Four and Five of this guide - Job Description W riting Tips
and Com mon Issues with Job Descriptions.
Rem em ber to use Arial 10 point font (true type) for your responses.
I. Overall Purpose
The Overall Purpose requires a brief, but specific statem ent explaining why the job exists. The statem ent
should give readers an im m ediate im pression of the prim ary purpose of the job. The statem ent should be one
or two sentences in length and clearly distinguish the job from others, in particular its supervisor’s and any
subordinates.
The overall purpose can usually be written using the following form at:
Is accountable for
(A brief sum m ary of the m ajor end results expected of the job.)
The clearest Overall Purpose statem ents are usually short and capture the essential purpose of the job. This
statem ent should not include: a list of how results are accom plished, or a lengthy review of the operation, the
problem s, or personal opinions of the incum bent. Careful thought should be given to this statem ent because
it sets the context for the rest of the job description.
Here are a few com plete exam ples:
Receptionist
“Is accountable to provide courteous reception services to all visitors and callers and to direct their calls
and answer questions as appropriate. The Receptionist is also responsible to perform other functions
for the Branch including typing and filing.
Chief Project Engineer
“Is accountable for planning and directing all departm ental projects so they are com pleted on tim e and
within budget.”
M anager of Staff Relations
“Is accountable for achieving an effective union/m anagem ent relationship through the interpretation and
adm inistration of the Public Service collective agreem ents and the provision of advice, direction and
training to line m anagers in all labour relations issues.”
Director of Communications
“Is accountable for the m anagem ent of internal and external com m unications for the Departm ent and
the provision of com m unications advice to both the Minister and Deputy Minister.”
Senior Policy Analyst
“Is accountable to provide policy form ulation, im plem entation and evaluation services; and research,
analysis and advice on issues relevant to the Departm ent.”
Director of Finance
“Is accountable for developing and m anaging departm ental program s for control of assets, budgetary
planning, expenditure control, accounting for revenue and operating costs in accordance with
departm ental and governm ent policies, regulations and procedures.”
5
II. Specific Accountabilities
The Specific Accountabilities outline the m ost im portant end results expected of the job. The difference
between this section and the Overall Purpose is that the Overall Purpose identifies why the job exists in
general, while this section identifies the m ost im portant end results expected and how they are achieved.
Please rem em ber the specific accountabilities are not a list of duties but rather are statem ents of what the job
is expected to accom plish.
The table below provides a few exam ples of specific accountabilities. Notice that each accountability begins
with an action verb, states an end result and identifies how the end result is achieved.
End Result
How the Result is Achieved
-
by reviewing and recording all incom ing m ail and
requests; re-routing relevant correspondence to the
appropriate m anager for response or action; drafting
responses for the Executive Director’s signature; and
proof reading all m aterials subm itted to the Executive
Director for signature.
Director of Finance
Contribute to the effective m anagem ent of the
Departm ent
-
through the developm ent of short and long term
operating and capital budgets, and through the
provision of com petent financial advice to senior
m anagers in the developm ent of their operating
plans.
M aintenance M anager
Ensure all m echanical devices and physical
structures operate efficiently
-
by conducting regular inspection,
m aintenance of the facilities.
Solicitor
Provide high quality legal advice to
governm ent departm ents, agencies, boards
and com m issions
-
by keeping abreast of current statutes, court
decisions and legal proceedings.
Achieve effective collective bargaining results
acceptable to the Governm ent of Nova Scotia
-
by acting as a m em ber of the collective bargaining
team and participating in the preparation for
negotiations.
Director of M arketing
Ensure Nova Scotia m axim izes its share of the
tourism m arket
-
through the tim ely developm ent and im plem entation
of advertising and prom otion program s and the
continuous appraisal of perform ance against
m arketing objectives and plans.
Administrative Assistant
C oordinate s th e E x ec utive
correspondence
D ire c to r’s
repair
and
Usually four to seven specific accountabilies are sufficient to describe a job, through m ake sure you include
all m ajor aspects.
Beginning with the m ost im portant, you should always prioritize the specific accountability statem ents in order
of im portance as you see them . This will provide the evaluator with a relative degree of em phasis for each
end result.
6
Unfortunately there is no easy rule for deciding how to divide a job’s accountabilities into separate statem ents.
One person m ay group their accountabilities based on: 1) production, 2) cost and innovation, 3) people
m anagem ent, and 4) inform ation. W hile for another job the accountabilities could be grouped according to:
1) planning, 2) achieving objectives, 3) control, 4) m anagem ent, and 5) inform ation. The job description writer
will have to analyze the job to determ ine the m ost appropriate way to divide the specific accountabilities.
Here are two com plete exam ples for a Director of Finance and Manager of Hum an Resources Developm ent:
Director of Finance:
1. Contribute to the m axim um operating efficiency of the departm ent through effective financial planning
and reporting, and the resolution of departm ent and divisional financial problem s.
2. Contribute to the effective m anagem ent of the departm ent through the developm ent of short and long
term operating and capital budgets and forecasts, and the provision of com petent financial advice to
senior m anagers in the developm ent of their operating plans.
3. Safeguard the departm ent’s assets through effective internal audits.
4. Ensure the division’s objectives are achieved through the selection, developm ent, and m anagem ent
of hum an resources.
M anager of Human Resources Development:
1. Assist m anagem ent in effectively using the Governm ent’s Hum an Resources by designing,
developing and im plem enting hum an resources philosophies, policies and personnel program s.
2. Ensure that m anagers understand and accept the value of a governm ent wide hum an resources
philosophy and the need to upgrade personnel throughout the Civil Service by effectively m arketing
the division’s services, program s and policies.
3. Maintain a continuing supply of suitable candidates for m anagem ent and specialist positions through
advice, assistance, and program s for recruitm ent, training, perform ance appraisal, hum an resource
inventory and succession m anagem ent.
4. Achieve the division’s objectives through effective acquisition, developm ent, and use of hum an,
financial and other resources.
III. Reporting Relationships
Reporting Relationships locate the job within the Departm ent. In the spaces provided, identify the job to which
you report, and if applicable, identify the jobs and the num ber of incum bents within each job that report directly
to you. Remember to attach a current organization chart that show s the reporting relationships.
Please identify any indirect or functional reporting relationships. An indirect reporting relationship is a form al
structure where an incum bent takes direction from som eone who is not their im m ediate m anager. Sim ilarly,
a functional reporting relationship is taking direction from som eone within a sim ilar field of work who is not the
incum bent’s im m ediate supervisor.
7
Here are two com plete exam ples:
Executive Director of Schools (Direct Reporting Relationship)
This Job Reports to:
Deputy Minister of Education
Job Titles and Number of Incumbents Reporting to this Job:
Director of Program s - 1
Director of Testing and Evaluation - 1
Regional Inspector of Schools - 4
Child W elfare Specialist (Functional Reporting Relationship)
Regional Adm inistrator
This job has no direct reports.
Child W elfare staff within the region take functional direction from the Child W elfare Specialist.
IV. Contacts (Typical)
Indicate the usual contacts this job is required to com m unicate with both inside and outside the Governm ent
of Nova Scotia. Your response should be concise and identify the purpose of each contact.
You should include any person or organization the incum bent is required to com m unicate with on a regular
basis. You m ay include: the types of problem s the incum bent m ust consult with others to resolve, or the
com m ittees in which the incum bent is a m em ber, provided the com m ittee directly relates to the m ain purpose
of the job.
It is not necessary to m ake an exhaustive list; focus on the most critical contacts. Generally, your response
should not exceed five or six lines. Please do not include direct reports.
Com plete exam ples are provided below:
Supervisor of Adm inistrative Services
“Typically the incum bent has contact with departm ent staff at all levels to discuss operational and
adm inistrative needs and with private sector suppliers to order office equipm ent, supplies and services.”
Director of M arketing
“The Director works closely with other governm ent m anagers and m em bers of the business com m unity
to prom ote cooperation, and to obtain input and com m itm ent in advancing the m arketing strategies for
the province.”
Staff Relations Consultant
“The incum bent guides, advises and counsels all supervisory personnel within his/her client departm ents
on m atters relating to the interpretation of the collective agreem ent, and regularly speaks with
representatives of the union on em ployee relations issues. The incum bent is a m em ber of the Civil
Service collective bargaining team , however the Director of Staff Relations is the spokesperson.”
Senior Policy Analyst
“The incum bent works with internal and external stakeholders, either individually or in groups, and
representatives of the Governm ent of Nova Scotia during various phases of the policy process. The
Analyst regularly attends intergovernm ental working group m eetings to represent the interests of the
Governm ent of Nova Scotia.”
Director of Civil Engineering
“The incum bent has regular contact with counterparts in the Federal Governm ent concerning cost shared
agreem ents, senior m anagers within the Departm ent of Transportation and Public W orks and private
contracting com pany officials when planning, im plem enting and m onitoring projects.”
8
V. Innovation
In this section, describe the typical creativity and problem solving required in the job. Take into
consideration the need to m ake m odifications and im provem ents on the job. (Exam ple: Provide solutions to
client’s technical problem s. Develop new techniques and innovative approaches to...; Design new ways of
m easuring productivity to....)
Do not describe unique or one tim e occurrences, describe the typical creativity and problem solving as it
relates to the overall purpose of the job. Feel free to include a brief exam ple to help illustrate the typical
innovation. Responses to this section should not exceed nine lines.
Here are som e com plete exam ples for various jobs:
M anager of Purchasing
“W orking within Governm ent’s procurem ent procedures the Manager of Purchasing uses a num ber of
known procurem ent principles to secure the best possible prices. E.g., consolidate m ajor purchases to
obtain the lowest possible price by leverage.”
M anager of Engineering
“Resolves operational issues such as: project cost, com pletion date and resource allocation. The
m anager also provides solutions to various technical problem s that require constructive thinking.”
Director of Policy
“Provides recom m endations and solutions to departm ental policy problem s by developing new
approaches which are based on constructive thinking, innovation, the policy environm ent and both local
and cross jurisdictional precedents.”
“Solves scheduling, travel and other adm inistrative issues. E.g. regularly m akes travel arrangem ents
(air and hotel) for business trips that cover m ultiple day and locations where tim e lines are critical - e.g.
a m anager m ay need to be in Sydney at 8:00 am Monday, and Ottawa at 2:00 the sam e day. May need
to search different airlines and hotels for appropriate travel tim es and rates.”
VI. Decision Making
The Decision Making section asks you to describe the usual types of decisions m ade in this job. Your
response should contain two com ponents:
A.
Describe the typical decisions m ade by the incum bent. (Exam ple: Decisions are m ade in an environm ent
that involve consideration of: the interests of m ultiple stakeholders, the future needs of the organization,
the corporate policy fram ework and legislation); and
B.
Identify any problem s or decisions that m ust be referred to a supervisor for resolution or approval
(Exam ple: The incum bent m ust obtain approval from the Deputy Minister for policy changes which
influence the objectives of the departm ent).
Som e com plete exam ples include:
“The Assistant typically decides when to order office supplies such as pens, paper etc.; chooses software
to use to com plete tasks such as W ordPerfect, W ord, Excel; decides who to call when researching
requests on behalf of the m anager; decides how to prioritize work within the general tim e fram es
provided by m anagem ent. Any expenditures such as booking m eeting room s at hotels or purchasing
supplies m ust be approved by the m anager.
9
“Decisions are typically about how to m ake the best use of direct financial and hum an resources and
im prove operational processes. For exam ple, scheduling of adm inistrative staff and staff assignm ents.
Any decisions relating to hiring staff or discipline within the work unit m ust be m ade in consultation with
the Manager of Operations (The direct m anager of the Supervisor of Adm inistrative Services).”
Policy Analyst
“The Analyst is typically assigned policy projects from the Director of Policy. The incum bent decides on
the m ethodology used to undertake these assignm ents based on professional knowledge and
consideration of the broader environm ent surrounding the issue. The Analyst provides policy and
program recom m endations based on in depth analysis of concepts, issues and the broader policy
process and environm ent. These recom m endations are provided to the relevant departm ental
stakeholders for consideration.”
M anager of M aintenance and Engineering
“Decisions relate to the m aintenance and engineering function with consideration given to the im pact
upon other work groups and stakeholders. Decisions typically relate to the allocation of staff and the
identification and prioritizing of regular m aintenance and capital projects based on analysis of issues and
costs, and the application of professional engineering standards. The incum bent has authority for the
operating budget however, capital projects (approval and funding) m ust be approved by the Executive
Director of Operations and Deputy Minister.”
Executive Director of Public Schools
“Decisions are m ade within the fram ework of legislation, collective agreem ents, professional knowledge,
governm ent policy and general executive direction. Decisions are typically sensitive, involve m ultiple
elem ents and are of a strategic nature. Som e exam ples include: the im plem entation of new curriculum ,
the im plem entation of polices relating to the integration of special needs students and program offerings
in schools when there are lim ited student enrollm ents. Decisions that im pact legislation or have m ajor
policy or financial im plications are referred to the Deputy Minister of Education.”
VII. Impact of Results
Specifically for this job, describe the typical im pact of the end results that are expected. Take into
consideration the extent to which the Governm ent of Nova Scotia, or its clients, partners, stakeholders, or
em ployees are affected by the results this job achieves. This section provides the opportunity to describe the
im pact of results in qualitative term s. Actual num bers, if applicable can be included in Section VIII:
Dim ensions.
Please ensure that the results you describe relate to the Overall Purpose and Specific Accountabilities
identified earlier in the job description.
Here are som e com plete exam ples:
“Results achieved im pact the effective operation of the work group and the quality of inform ation
provided to clients. E.g. types docum ents for professional staff to reduce the tim e they spend on
adm inistrative tasks; and, answers questions from the public regarding the services the work group
provides and the status of their files.”
“Results achieved affect the productivity and effectiveness of the Adm inistrative Services Section and
im pact the sm ooth day-to-day operation of the departm ent. Exam ples include: arranging for the prom pt
repair of disabled equipm ent (e.g. photocopiers) and ensuring that reception staff are trained to
effectively deal with clients.”
10
Hum an Resources Policy Analyst
“Results achieved typically enhance the knowledge and decision m aking of the departm ent and indirectly
affect the ability of the departm ent to deliver results to all em ployees. An exam ple includes: collecting
and analyzing inform ation that will be used by the m anagem ent negotiating team to prepare proposals
for collective bargaining.”
M anager of M aintenance and Engineering
“Results achieved affect the efficiency and effectiveness of the Maintenance and Engineering Section,
and im pact the long term condition of the equipm ent, buildings and grounds of the Institution, and allow
the Institution to provide a clean and safe environm ent to residents, visitors and em ployees.”
Executive Director of Staff Relations
“Results achieved are governm ent wide and affect m ost em ployees and the em ployer’s ability to produce
operating results; Results have a large financial and hum an im pact, and cannot be easily reversed once
im plem ented.”
VIII. Dimensions (Approximate)
Dim ensions identify any m easurable areas upon which the job has either direct or indirect im pact. Measures
that m ay be included are: num ber of staff supervised, annual operating budget, clients served or any other
significant values.
A maximum of four measures are sufficient. Include the m ost im portant m easures as you see them .
Jobs such as adm inistrative support positions m ay not have readily apparent dim ensions. If this is the case,
don’t worry, just write “not applicable” and m ove on to the next section.
The job evaluation system does not put an inordinate em phasis on “num bers”. The evaluation tools have the
ability to give proper recognition to jobs that im pact the results of a departm ent, division, or functional work
area even though they m ay not be directly responsible for hum an, financial or m aterial resources. Section VII:
Im pact of Results provides the opportunity to identify the im pact of the job even if the end results are not
quantifiable.
Make sure the m easures you provide are clearly defined and relate to the Overall Purpose and Specific
Accountabilities outlined earlier.
Do not try to be too precise, please provide approxim ate values (within 10–20%).
Som e com plete exam ples include:
Chief Project Engineer
Director of Policy
Annual Value of Projects (five year average)
$4 million
Number of Full Time Equivalent Staff (FTE): 5
Annual Operating Budget: $5 million
Annual Division Budget: $300,000
Number of Staff: 4
Departmental Expenditure on Programs:
$65,000,000
Pension Officer
IT Help Desk Supervisor
Number of Active Plan Contributors: 30,000
Number of System Users: 525
Annual Contribution to Pension Plans: $178 million
User Inquiries/Problems: 350/month
Number of Staff: 2
11
Notice how each dim ension is clearly defined and the relevant tim e period is included (Exam ple: Annual
Operating Budget).
IX. Working Conditions
W orking Conditions identify the environm ent under which the job is perform ed and is com posed of four
elem ents: physical environm ent, physical effort, sensory attention and m ental pressures. Please answer the
questions outlined below.
A. Physical Environment
Typically, to what extent is the incum bent exposed to physically uncom fortable, harm ful or noxious conditions
such as: fum es or orders, m oving m achinery, traffic hazards, physically abusive people, hazardous waste or
sewage?
Exam ples:
Typically located in a com fortable office environm ent.
Usually located in a com fortable office environm ent.
M aintenance Supervisor
Regular exposure to: m oderate am ounts of noise in the physical plant, dust and dirt at m ost work sites, and
occasionally works at heights in excess of 10 feet within the physical plant.
B. Physical Effort
Typically, to what extent does the incum bent apply physical effort, lift and handle m aterial or work in awkward
positions? Please provide typical exam ples that illustrate the intensity, duration and frequency of the effort.
Exam ples:
Most of the tim e is spent sitting in a com fortable position with frequent opportunity to m ove about.
Occasionally m oves/lifts light objects.
Much of the tim e is spent sitting in a com fortable position and there is frequent opportunity for m ovem ent.
Approxim ately 60% of each day is spent standing or walking around the prem ises. There is an occasional
need to work in awkward positions while repairing or inspecting physical plant equipm ent. Plum bing, electrical
wiring and building physical structures.
12
C. Sensory Attention
Typically to what extent does this job require concentration with one or m ore of the senses (e.g. seeing,
listening, sm elling, tasting or touching) to identify and decipher inform ation? Please provide typical exam ples
that illustrate the intensity, duration and frequency of the sensory attention.
Exam ples:
Regular need to read/interpret written m aterials e.g. proof read correspondence, e-m ails, m em os approxim ately 15% of the tim e; regularly focuses on a com puter m onitor to transcribe handwritten notes - e.g.
m em os or num bers - approxim ately 25% of the tim e; a regular need to listen to telephone callers and
inform ation/instructions provided by co-workers.
There is a regular need to concentrate on reading and listening (e.g. reading labour arbitration decisions,
listening to m anagers and negotiating with union officials)
Most sights and sounds are straight forward and do not require concentration to understand.
D. M ental Pressures
Typically to what extent does this job have deadlines, unpleasant public or client contacts, or disruption of
personal life? Please provide typical exam ples that illustrate the intensity, duration and frequency of the m ental
pressures.
Exam ples:
Frequent deadlines and m ultitasking e.g. m ay need several m em os typed by noon, lunch ordered for a noon
hour m eeting, while answering and responding to 10 - 15 telephone calls.
There is a need to provide tim ely labour relations advice to m anagers and m eet various process tim e lines
identified in the collective agreem ent. There is often unpleasant contact with em ployees due to difficult
personnel issues (e.g. Layoffs, term ination). There is disruption of personal life during long hours of contract
negotiation and regular travel throughout the province.
There is a need to com plete m aintenance projects on tim e and occasionally there is additional pressure from
m achine breakdown.
X. Other
This section provides the opportunity to include additional job related inform ation that you feel is im portant and
has not been included elsewhere in the description. This inform ation should assist the reader with a further
appreciation of what is typical of the job. Please be concise.
XI. Verification
Verification is the final com ponent of the Job Description and is explained in greater detail in Section Three
of this guide.
13
Section Three: Verification of Job Information
O nce you have com pleted the Job Description you m ust ensure that the inform ation provides an accurate
representation of the job. To ensure the inform ation is com plete and valid, there are several steps you m ust
follow:
Step 1: Review the Job Description
Return to the beginning of the description and review each of your responses. Ensure the
inform ation is clear, concise and represents the facts, not your personal judgem ents. Use Sections
Five and Six of this guide, “W riting Tips” and “Com m on Issues W ith Job Descriptions” to double
check your responses. Re-write and review as required.
Step 2: Sign and Date the Job Description
Once you have reviewed all of your responses and feel they provide a clear, concise and valid
representation of the job, sign and date the description in the space provided. Forward the signed
docum ent to your m anager for review and approval.
Step 3: M anagerial Review
After reviewing the job description, your m anager m ay want to discuss the docum ent. This is
beneficial because it provides a double check to ensure the relevant inform ation is included. It also
provides both of you an opportunity to gain a com m on understanding of the job.
There m ay be som e revisions m ade to the job description during this step.
Step 4: Hum an Resources Review
After your m anager has approved and signed the description, it is forwarded to your Hum an
Resources Division for review. This ensures: sufficient inform ation is provided for job evaluation,
and the description conform s to other job docum entation within the departm ent.
Step 5: Final Review and Approval
The job description is forwarded to the Next Level Manager (your Manager’s Manager) for final
approval and subm itted by your Hum an Resources Division to the Public Service Com m ission for
evaluation.
Your job description is complete!
14
Section Four: Job Description Writing Tips
These writing tips will help you create clear, effective, and consistent responses.
1.
Relax! Many people are concerned when faced with the task of com pleting a job description. They
believe they are not an expert writer or job analyst and therefore will not do a good job. Don’t worry, just
describe the job as you see it. The Description has been designed to gather the relevant inform ation
required for job evaluation. Any additional inform ation you need is contained in this guide.
2.
Describe the job as it currently exists–not how it existed in the past or will exist in the future.
3.
Be concise; ensure that every phrase and every word within the job description contributes to the
readers’ understanding. If there is too m uch excess inform ation the im portant points m ay be lost.
4.
Use sim ple language; don’t overwhelm the reader with jargon, technical language, acronym s, or buzz
words. The best approach is to be clear and to the point.
5.
Do not include personal judgem ents. Provide only the facts, this will allow the reader to draw his/her own
conclusions.
6.
Use active verbs in the present tense. For exam ple: use “writes job descriptions” rather than “wrote job
descriptions”.
7.
Use verbs that are as precise and unam biguous as possible. For exam ple, instead of: “assist supervisor
with production problem s” it should read “review and analyze production com plaints,” and “recom m end
production adjustm ents.”
8.
Add one or two brief exam ples where you think it will add to the readers’ understanding.
9.
Use Arial 10pt font (true type) for all of your responses.
15
Section Five: Common Issues with Job Descriptions
Here are som e com m only encountered issues when com pleting the Managem ent Job Description. Please
review your draft docum ent and m ake any changes based on the inform ation provided below.
General
Issues com m on to all sections of the description:
1.
Responses are too long and include too m any irrelevant details. The description should not exceed an
approxim ate length of three pages.
2.
Responses are too short and superficial, and as a result, do not capture the job.
3.
There is an incorrect em phasis on m inor aspects of the job. For exam ple, the job’s m ain focus is
inform ation technology however the hum an resources component dom inates.
4.
The job is described in som e form other than how it currently exists. For exam ple, the job m ay be
described as it previously existed or will exist in the future. Rem em ber, you m ust describe the job as it
exists now.
5.
There are too m any vague generalities rather than clear and concise language. If a statem ent does not
add to the readers knowledge of the job, then either leave it out, change it, or add an exam ple.
6.
Grandiose language inflates the im portance of the job and creates a false im pression.
7.
Personal judgem ents or conclusions are included. For exam ple, “Runs the Accounting Departm ent,”
rather than providing the facts and allowing the reader to draw his/her own conclusions.
8.
The incum bent’s skill, background, perform ance or preferences are included. Rem em ber, focus on the
job, not the incum bent.
9.
Includes job inform ation that is appropriate for another job in the work unit. For exam ple, a higher level
m anager includes accountabilities that actually relate to one of their subordinates.
Overall Purpose
Issues com m on to the Overall Purpose Section:
1.
A sum m ary of duties are presented, rather than a statem ent of the prim ary purpose of the job.
2.
There is a lengthy, detailed list of activities taking five to ten lines. The Overall Purpose statem ent should
not exceed three or four lines.
Specific Accountabilities
Issues com m on to the Specific Accountabilities Section:
1.
Activities and/or duties have been stated rather than the m ajor end results expected of the job.
2.
One specific accountability statem ent incorporates several m ajor end results to the extent that it
encom passes 70% or m ore of all that is expected of the job.
3.
The “end result” and/or the “how” is vaguely described.
4.
The relationship between the “end result” and the “how” is tenuous.
5.
Too m any specific accountability statem ents are provided. Usually four to seven are sufficient.
16
Reporting Relationships
Issues com m on to the Reporting Relationships Section:
1.
Reporting relationships, upward or downward, are confusing or incom plete or they contradict the
organization chart.
2.
Reporting relationships do not differentiate between direct and indirect / functional relationships.
3.
An up-to-date organization chart is not provided. This chart should illustrate the work unit and place it
in the organizational context.
Contacts
Issues com m on to the Contacts Section:
1.
Mem berships or contacts are included that do not relate to the job, or the purpose of the contact is not
apparent.
2.
Direct reports are included.
Decision Making
Issues com m on to the Decision Making Section:
1.
Typical decisions are not described; unique situations are described that are not indicative of the regular
work perform ed.
2.
The freedom to act or procedural controls for subordinate jobs are included. T hese belong in the
subordinate’s job description.
Dimensions
Issues com m on to the Dim ensions Section:
1.
There is an attem pt to be too precise. In m ost cases approxim ate figures are sufficient (within 10–20%).
2.
Too m any dim ensions are provided. Three or four dim ensions are generally adequate.
3.
The dim ensions do not relate to the overall purpose and specific accountabilities of the job as it has been
described.
Working Conditions
Issues com m on to the W orking Conditions Section:
1.
Exam ples are included that are not typical of the regular work environm ent. For exam ple, unique or one
tim e occurrences.
17
Appendix A
Description for Excluded Jobs Template
18
Appendix A
Description for Excluded Jobs Province of Nova Scotia
Record your responses on this docum ent and subm it the final copy to your Hum an Resources
Division:
Job Title:
Departm ent: ______________________________________
Division: _______________________
Location: _________________________________________
Date:
_______________________
I. Overall Purpose
1.
2.
3.
4.
III. Reporting Relationships
Job Titles and Num ber of Incum bents Reporting to this Job:
19
The usual contacts required in the perform ance of this job include:
V. Innovation
The typical creativity and problem solving required in this job include
VI. Decision M aking
The usual types of decisions m ade in this job and the types of problem s or decisions that m ust be
referred to a supervisor include:
The typical im pact of end results produced by this job are:
20
IX. W orking Conditions
A Physical Environment
Exam ples:
B Physical Effort
Exam ples:
C Sensory Attention
Exam ples:
D M ental Pressures
Exam ples:
X. Other
Other important information that will assist the reader with a further appreciation of what is typical
of this job:
XI. Verification
Prepared by::
Date: _________________
Supervisor:
Date: _________________
Incum bent:
Date: _________________
Hum an Resources:
Date: _________________
Next Level Manager:
Date: _________________
21
Appendix B
Sample Job Descriptions
22
This is a Fictitious Job - For Illustration Only
Description for Excluded Jobs
Job Title:
Director of Finance
Department:
XYZ
Division:
Finance
Location:
Halifax
Date:
Date: April 1, 2007
PSC USE ONLY
Job Grade:
Job Code:
Position #:
Effective
PSC Approval:
I. Overall Purpose
Is accountable for developing and managing departmental programs for the control of assets, budgetary
planning, expenditure control, accounting for revenue, and operating costs in accordance with
departmental and government policies, regulations and procedures.
1.
Contribute to the effective management of the Department through the development of short and
long term operating and capital budgets, and through the provision of competent financial advice
to senior managers in the development of their operating plans.
2.
Contribute to the maximum operating efficiency of the Department through effective financial
planning, accounting and reporting, and the provision of assistance in the resolution of department
financial problems.
3.
Contribute to the effective and efficient operation of the finance function within Government by
working with the central agencies during the budgeting and reporting processes and assisting with
other initiatives as requested. E.g. support the central agency in developing and responding to new
accounting guidelines developed by the Canadian Institute of Chartered Accountants (CICA).
4.
Ensure the Division’s objectives are achieved by effectively managing the acquisition/selection and
development of the division’s financial, human, and other resources.
II. Reporting Relationships
Deputy Minister of XYZ
Job Titles and Number of Incumbents Reporting Directly to this Job:
Manager of Financial Services - 2
Administrative Assistant - 1
There are no indirect reporting relationships.
23
The usual contacts required in the performance of this job include:
The Director has regular contact with senior managers of the department to provide financial advice and
assist them with the development, administration and reporting of their financial plans. There is regular
contact with the Department of Finance, Treasury and Policy Board and other Directors of Finance from
across government to discuss issues relating to budgeting, financial planning, control, accounting and
reporting policies and practices.
V. Innovation
The typical creativity and problem solving required in this job include:
Working within Generally Accepted Accounting Principles, the financial policies and practices of the
Government of Nova Scotia, the Director is regularly required to provide solutions to problems that
require
creative thinking. An example includes making recommendations on the re-allocation of funds to meet
the changing priorities of government and the department. This may include redistributing monies to fund
a new program not included in the Department’s business plan at the beginning of the fiscal year.
VI. Decision Making
The usual types of decisions made in this job and the types of problems or decisions that must be
referred to a supervisor include:
Decisions are made according to professional standards, government policies and procedures, the
financial plan of Government, executive direction, and the competing needs of stakeholders and
managers within the department. Decisions that must be referred to the Deputy Minister for resolution
or approval include major changes to the department’s existing financial plan or major financial issues
that have an impact between divisions of the Department, issues of a sensitive nature, and the creation
of new positions within the Finance Division.
The typical impact of end results produced by this job are:
Results achieved directly impact the efficiency and effectiveness of the Finance Division and impact its
ability to provide high quality financial advice and assistance to all divisions within Department XYZ. The
financial advice, assistance, and services provided by the Director and Division allow all the divisions of
Department XYZ to better meet their individual objectives and needs of their clients.
24
Division Employees: 15
Annual Division Operating Budget: $1.2 million
Gross Annual Department Operating Budget: $250 million
A
Physical Environment
Examples: Located in a comfortable office environment, occasionally must travel by car or plane.
B
Physical Effort
Examples: Much of the time is spent sitting in a comfortable position with frequent opportunity to
move about.
C
Sensory Attention
Examples: Regular need for reading, studying, observing, and listening (e.g. reading and typing emails, listening to others on the telephone and at meetings).
Occasionally the need becomes one of giving very close attention.
D
Mental Pressures
Examples: Frequent pressure from deadlines and need for accuracy (e.g. Budget preparation and
financial reports).
X. Other
Other important information that will assist the reader with a further appreciation of what is
typical of this job:
The Director of Finance may be assigned co-ordination or asked to provide assistance on major projects.
These typically occur on a bi-annual basis and range in length from three to six months. For example,
evaluating new or existing accounting software and making recommendations for government, or serving
as a member of a team negotiating contracts on behalf of government.
XI. Verification
Prepared by:
Date:
Incumbent:
Date:
Supervisor:
Date:
Human Resources:
Date:
Next Level Manager:
Date:
25
26
Job Title:
M anager of Adm inistrative Services
Department:
ABC
Division:
Corporate Operations
Location:
Halifax
Date:
Date: April 1, 2007
PSC USE ONLY
Job Grade:
Job
Position #:
Effective
PSC
I. Overall Purpose
Is accountable to ensure the efficient operation of all internal support services within the head office of
Departm ent ABC.
1. Contribute to the effective operation of head office by co-ordinating, scheduling and supervising
the adm inistrative support function in the area of secretarial support, reception and m ail delivery.
2. Contribute to the effective m anagem ent of the departm ent by serving as the departm ent
adm inistrator for the procurem ent of goods and services and co-ordinating the delivery of these
goods and services within the departm ent.
3. Contribute to the advancem ent of the departm ent’s inform ation needs by effectively m anaging the
departm ent’s record m anagem ent system and Library.
4. Ensure the control and m aintenance of the departm ent’s furniture and equipm ent by developing
and m aintaining an effective inventory control system .
5. Maintain the effectiveness of the Adm inistrative Services Section by providing staff with support,
inform ation and the professional developm ent they require to succeed in their positions.
Director of Operations
Job Titles and Number of Incumbents Reporting Directly to this Job:
Clerk 1(B) - 2 (1- Mail Clerk, 1 - Receptionist)
Secretary II - 4
Clerk II - 2 (Records Clerks)
Library Assistant II - 1
There are no indirect or functional reporting relationships.
27
The incum bent works daily with staff at all levels across the departm ent to discuss and co-ordinate
adm inistrative and operational issues such as the procurem ent of goods and services and scheduling
of adm inistrative support. The Manager also m aintains regular contact with Governm ent’s Stationary
Stockroom , and private sector suppliers and sales representatives to order office equipm ent and
supplies.
V. Innovation
The Manager regularly provides solutions to various operational issues that m ay arise. For exam ple,
when adm inistrative support staff are unable to attend work, the Manager m ust, on short notice, create
effective back-up plans to ensure that client needs are satisfied. This m ay involve shuffling existing
personnel to m eet priority needs, contracting with external service providers, and/or hiring tem porary
replacem ents. The Manager also develops and revises work processes to effectively m eet the needs of
the departm ent. Exam ples include: stream lining processes for the collection and distribution of internal
m ail; designating one reception area as the m ain point of contact for all general inquires and visitors.
VI. Decision M aking
The usual types of decisions m ade in this job and the types of problem s or decisions that m ust be referred to a
supervisor include:
Decisions are typically about how to m ake the m ost efficient use of resources while m eeting operational
needs and working within the appropriate policies and financial envelopes. Exam ples include: assigning
work and scheduling staff; acquisition, m aintenance and control of equipm ent and supplies; and the
selection of suppliers. The decisions that m ust be referred to the Director of Operations include any
financial decisions that exceed the section’s budget, position approval and the hiring of staff. W hen
purchasing furniture or equipm ent for any work unit within the departm ent it m ust have the approval of
the appropriate cost centre m anager.
Results achieved directly affect the efficiency and effectiveness of the Adm inistrative Services Section
and im pact its ability to support the sm ooth day-to-day operation of the departm ent’s core business
areas. Som e exam ples include: assigning the appropriate support staff to support the operation of each
division, arranging for the prom pt repair of disabled photocopiers and shredders, ensuring the
departm ental m ail is delivered in a tim ely and efficient fashion. A delay or problem with the internal
support function m ay delay the ability of the departm ent to provide tim ely and/ or effective results to its
external clients, partners or stakeholders.
Staff Supervised: 9
Num ber of Head Office Staff: 375
Section’s Annual Operating Budget: $405,000
Departm ent Budget: $200 m illion
28
IX. W orking Conditions
A.
Exam ples: The incum bent is located in a com fortable office environm ent.
B.
Physical Effort
Exam ples: Sits in a com fortable position with frequent opportunity to m ove about. Usually lifts light
objects though on occasion m ay lift: stacks of paper, books, or boxes up to approxim ately 25 lbs
C.
Sensory Attention
Exam ples: Types own correspondence approxim ately 10% of the work day; reviews catalogue to order
supplies, listens to client requests.
D.
M ental Pressures
Exam ples: There is a need to balance m ultiple client requests and m eet deadlines. Exam ples
include: purchasing office equipm ent, responding to the needs of workgroups for additional
adm inistrative support, preparing operationally for new em ployees (co-ordinate the set-up of work
stations, telephone, voice m ail).
X. Other
Other important inform ation that w ill assist the reader w ith a further appreciation of w hat is typical of this
job:
There is no additional relevant inform ation.
XI. Verification
Prepared by:
Date:
Incumbent:
Date:
Supervisor:
Date:
Human Resources:
Date:
Next Level M anager:
Date:
29
30
Job Title:
Hum an Resources Policy Analyst
Department:
LM N
Division:
Policy, Research & Evaluation
Location:
Halifax
Date:
Date: April 1, 2007
PSC USE ONLY
Job Grade:
Job
Position #:
Effective
PSC
I. Overall Purpose
Is accountable to provide policy and program form ulation, im plem entation and evaluation services to
governm ent, and provide in-depth research and analysis in all areas of hum an resources m anagem ent.
1. Contribute to the efficient operation and developm ent of the Governm ent of Nova Scotia by
providing policy form ulation, im plem entation, program design and program evaluation services to
Departm ent LMN and the Governm ent of Nova Scotia.
2. Contribute to the advancem ent of the com pensation and labour relations functions within
Governm ent by conducting tim ely and accurate surveys of other em ployers, providing in-depth
analysis and recom m endations on specific issues as requested.
3. Assist with hum an resources planning and reporting by providing analysis and forecasts on
em ployee dem ographics within the Governm ent of Nova Scotia.
4. Ensure the tim ely and accurate acquisition of com parative hum an resources inform ation from other
public and private sector organizations by cultivating and m aintaining a network of contacts.
Director of Policy, Research and Evaluation
There are no positions that report directly to the Policy Analyst.
31
The Analyst has regular contact with hum an resources professionals, and line m anagers from throughout
Governm ent. This is particularly im portant during the policy /program developm ent process when the
Analyst often participates as a m em ber of cross governm ent working com m ittees or team s. Also, the
Analyst regularly com m unicates with external hum an resources practitioners in other organizations to
conduct salary surveys, and obtain and exchange other relevant hum an resources inform ation as
needed.
V. Innovation
The Analyst regularly designs new program s, policies, evaluation fram eworks or conducts analysis to
provide solutions to issues facing governm ent. This m ay involve investigating an issue, researching and
analyzing both the internal and external environm ent, developing recom m endations, and then
developing new approaches based on external research, constructive thinking and innovation. Two
exam ples include: designing a telework program for civil servants, and developing and conducting a
program evaluation to m easure the effectiveness of Governm ent’s Managem ent Trainee program .
VI. Decision Making
The usual types of decisions m ade in this job and the types of problem s or decisions that m ust be referred to a
supervisor include:
After being assigned a project from the Director of Policy, Research and Evaluation, the Analyst works
within the term s of reference and decides upon the best approach/m ethodology using professional
knowledge. The incum bent m ust obtain approval from the Director for any expenditures and typically
provides policy/program recom m endations to others for approval prior to im plem entation.
Results achieved typically enhance the knowledge and decision m aking of the departm ent and indirectly
affect the ability of the departm ent to deliver results to all Civil Servants within Governm ent. Exam ples
include: collecting and analyzing inform ation to assist with the preparation of proposals for collective
bargaining, and designing and developing new policies and program s for Civil Servants within the
Governm ent of Nova Scotia.
Annual Civil Service Payroll: $300 m illion
Civil Service Em ployees: 7,500
32
A
Exam ples: Located in a com fortable office environm ent.
B
Physical Effort
Examples: Most of the tim e is spent sitting in a com fortable position and there is frequent opportunity to
m ove about.
C
Sensory Attention
Examples: There is a regular need to read and analyze inform ation; views a com puter m onitor several tim es
per day while creating docum ents approxim ately 30% of each work day; listens to others via telephone and
in person.
D
M ental Pressures
Examples: There is a regular need to balance m ultiple priorities, m eet frequent deadlines, and produce high
quality and accurate results.
X. Other
Other important inform ation that w ill assist the reader w ith a further appreciation of w hat is typical of this
job:
There is no additional relevant inform ation.
XI. Verification
Prepared by:
Date:
Incumbent:
Date:
Supervisor:
Date:
Human Resources:
Date:
Next Level M anager:
Date:
33
34

JOB DESCRIPTION WRITING GUIDE FOR EXCLUDED EMPLOYEES

Transcription

Documents pareils

Marie-Julie Rivest 07

application for funding

It is all very understandable. The Aryan mind wants illumination

Internet services in Dauphine

English

Community Economic Development and Metropolitan Governance