1. Defining Job Descriptions2
Human Resources Management and Supervision
OH 2-1

2. Job Descriptions in the Employment Cycle
Instructor’s Notes
Review the chapter definition of job description—a document that defines the work involved in a particular assignment or position.
Note that the job description helps managers with several activities in the employment cycle—to recruit potential employees, screen, hire, and orient staff and supervise, develop, train, evaluate, and reward them.
State that familiarity with related documents and terminology can help one to understand what a job description is and what it is not.
Job descriptions relate to several activities in the employment cycle.

3. Job Specifications
Detail the qualifications a person should have to do the job
Examples
Education
Experience
Emotional and physical skills
Instructor’s Notes
Indicate that job specifications can be included in a job description or can be stated in a separate document.
Indicate that the duties identified in a job description are used to develop performance standards.

4. Job Descriptions and Performance Standards
Indicate the duties that make up a job
Performance standards
Indicate how well a duty must be completed
Instructor’s Notes
Explain that performance standards sometimes indicate how often or how quickly a duty must be completed.
Note that performance standards are not usually part of a job description.
State that, “An example of the difference between a duty in a job description and a performance standard can be made clearer seeing an example.”

5. Job Description vs. Performance Standard
Example of duty as a job description and as a performance standard
Duty as a job description
Duty as a performance standard
Greet drive-through customers
Greet drive-through customers using the standard greeting within fifteen seconds of their arrival at the drive-through board.
Instructor’s Notes
Indicate, if applicable, that this example is in Exhibit 2b (page 24) in the chapter, and that other examples are provided at that source.
Explain that job descriptions serve several functions.

6. Functions of Job Descriptions
For recruiting and screening
For hiring and orientation
For employee development and training
For performance programs and evaluations
For salary administration
Instructor’s Notes
Information in job descriptions can be used to advertise the position and help candidates to self-screen.
Job descriptions help clarify what the job entails and provide directions for hiring, orienting, developing, and training employees.
Job descriptions help with performance appraisals because they identify the tasks that employees must perform to the required level of performance standards.
Job descriptions help with salary administration because they provide a starting point for grouping jobs into grades and classes.

7. Functions of Job Descriptions continued
Safety and security
Union relations
Legal proceedings
Instructor’s Notes
Job descriptions formally define responsibilities for ensuring safety and security and preventing injuries.
Job descriptions clarify the scope of a job—the range of responsibilities a person is expected to undertake—that is sometimes a factor in contract negotiations.
Job descriptions are frequently referred to in lawsuits, administrative hearings, and other legal proceedings.
Suggest that a job analysis provides information helpful in developing a job description.

8. Classes and Grades Instructor’s Notes
If applicable, indicate that the information is found in Exhibit 2d on page 26 in the chapter. Review the grade ranges from the highest (“executive”) to the lowest (“entry level”). Review the examples given for culinary, dining room staff, and/or administration job classes.
Indicate that job descriptions serve additional functions.

9. Supervisory Management
Levels of Authority
Top Management
Middle Management
Supervisory Management
Employees

10. Organizational Charts
Outline hierarchy of the organization
Flow of authority & communication
Unbroken line between all levels of the organization
Relationships between positions
Each position should have only one supervisor
Impact & interaction of positions across the organization

11. Organization (con’t)
Similar act ivies should be grouped together to structure departments within an organization
Organizational charts/business structure, must change continually to reflect the constant change in business

12. Sample Organizational Charts
Shows hierarchy within the Organization

13. Sample Organizational Chart

14. Sample Organizational Charts
Shows relationships between department within an organization

15. Microsoft 2007 1) Add a new Slide 2) Insert SmartArt Graphic
3) Choose Hierarchy

16. Microsoft 2007 2) Insert SmartArt Graphic 3) Choose Hierarchy
4) Click on the style you would like to use

17. Microsoft 2007
5) Click on the Text box and type in position names
6) Right click on the box where you want to add an additional postion, and choose Add Shape. This will add a box: after, before, above, below or to add an assistant
Right

18. Shows relationships of core elements within the organization

19. Area Team Account Sr. Vice President District Manager Vice President
General Manager
QA Manager
Account
Executive Chef
Area Trainer
“ This is the area support team…..explain…..”
Finance Director
Marketing Manager
Vending Manager

20. Job Analysis Provides detailed breakdown of duties in a position
Identifies skills, knowledge, attitudes, and experience needed for success in the position
Tells job’s environmental conditions
Instructor’s Notes
Indicate that information from a job analysis can be used to summarize the responsibilities of a position.

21. Job Analysis continued
Employees can help with job analysis tasks.
Instructor’s Notes
Ask the following question, “Who knows better than employees and their supervisors about the tasks that a person in a position must perform?”
Suggest that the wording of job description information is important.

22. Developing Job Descriptions
Job descriptions should be free of discriminatory language.
Information should be specific enough to indicate job tasks.
Job descriptions should not be so detailed that the job is defined in rigid terms.
Instructor’s Notes
Indicate that a good job description contains several components.

23. Components of Job Description
Job identification information (title)
Position supervisor
Job summary
Job responsibilities
Job specifications
Instructor’s Notes
If applicable, indicate that there are two sample job descriptions in the chapter (Exhibit 2g on page 31 and Exhibit 2h on page 32). Each component identified on this slide is illustrated in these exhibits.
Note the information about position supervisor relates to the title of the position, not the actual job holder’s name.
Indicate that the job summary is often used in advertisements for job openings.
The “job responsibilities” section indicates duties that describe what a person in the position does.
Note that job specifications were discussed earlier in this session, and they are sometimes expressed as “competencies”—general capabilities needed to perform a duty.
Point out that some organizations also include job setting information and publication information on their job descriptions.

24. Good Job Descriptions
Do not include information about policies and operating procedures.
Provide only that information needed to clearly define the job.
Instructor’s Notes
Point out that a job description does not include all the information an employee will need to know in his/her job. Other documents, such as policies, procedures, and employee handbooks, contain additional information.
The value of a job description is in how well it defines a job for a person doing the job.
Ask students to answer the following questions.

25. Job Descriptions Recognize ADA Concerns
The Americans with Disabilities Act (ADA) prohibits discrimination against people with disabilities in employment.
Job descriptions must identify potential functions (key duties) employees in a position must be able to do.
Instructor’s Notes
Managers may need to clarify what is required to perform specific duties and determine whether there are alternative ways to accomplish them to reasonably accommodate disabled applicants or employees covered by the ADA.
Indicate that there is additional information about the ADA that should be considered when job descriptions are developed.

26. More About Job Descriptions and ADA
Employers do not need to accommodate a person if doing so will impose an undue hardship on the business.
Clear job descriptions should address issues about whether persons can be accommodated for a position.
Instructor’s Notes
Indicate that job specifications should only identify bona fide occupational qualifications (BFOQs) that provide the realistic range of skills or credentials needed to perform essential job functions.
Indicate that differences between exempt and nonexempt employees must also be considered when job descriptions are developed.

27. Exempt and Nonexempt Positions
Minimum wage and overtime pay is not required for exempt (salaried) positions.
Minimum wage and overtime pay is required for nonexempt (hourly) positions.
Instructor’s Notes
Exempt employees are normally managers with the authority to discipline, evaluate, and terminate others, and they typically have responsibilities for planning and management.
Nonexempt employees are regular staff who do the bulk of work in an operation, operate within clear boundaries, and do not have broad authority.

28. Traits of Exempt Positions
Instructor’s Notes
If applicable, indicate that Exhibit 2j on page 36 indicates some traits that relate to exempt positions.
Ask the following question, “What are some traits of nonexempt positions?”

29. Traits of Nonexempt Positions
Instructor’s Notes
Ask the following question, “Do you think it is reasonable for managers to schedule persons in exempt positions to do the work of staff members in nonexempt positions during slow business times to reduce the wages that would have to be paid to persons working in nonexempt positions?”
Indicate that the final topic in this session relates to maintaining job descriptions.

30. Job Descriptions Change Over Time
Responsibilities may change as operations or employees grow or change.
Job descriptions may change because of regulations.
Equipment, menu items, and operating procedures may affect job responsibilities.
Union contracts may change.
Instructor’s Notes
It is important to periodically review job descriptions and to update them as needed.
Typically, job descriptions are reviewed at least once a year when they are used in the annual evaluation of employees.
Ask students to answer the following questions.

31. Key Term Review
Back of the house (BOH)—positions that involve work normally performed in the kitchen and other areas where customers do not go
Bona fide occupational qualifications (BFOQs)—the realistic range of skills or credentials needed to perform the essential functions of the job
Class—cluster of jobs that have common information or skill areas
Competencies—general capabilities needed to perform a duty
Essential functions—key duties that an individual must be able to perform in order to do the work
Exempt—positions that are not covered under the Fair Labor Standards Act (FLSA)
Instructor’s Notes
Back of the house (BOH)—positions that involve work normally performed in the kitchen and other areas where customers do not go
Bona fide occupational qualifications (BFOQs)—the realistic range of skills or credentials needed to perform the essential functions of the job
Class—cluster of jobs that have common information or skill areas
Competencies—general capabilities needed to perform a duty
Essential functions—key duties that an individual must be able to perform in order to do the work
Exempt—positions that are not covered under the Fair Labor Standards Act (FLSA)
Indicate that there were additional key terms defined in the chapter.

32. Key Term Review continued
Front of the house (FOH)—positions in the dining room or other public areas to which customers have access
Grade—category of jobs that fit into a defined salary range
Hourly—position that is nonexempt under the Fair Labor Standards Act (FLSA)
Job analysis—a study of a job to identify required duties, skills, knowledge, attitudes, and experience required for the position and environmental conditions applicable to the job
Job description—document that defines the work involved in a particular assignment or position
Job specifications—qualifications a person should have to do the job
Nonexempt—same as hourly position under the Fair Labor Standards Act (FLSA)
Instructor’s Notes
Front of the house (FOH)—positions in the dining room or other public areas to which customers have access
Grade—category of jobs that fit into a defined salary range
Hourly—position that is nonexempt under the Fair Labor Standards Act (FLSA)
Job analysis—a study of a job to identify required duties, skills, knowledge, attitudes, and experience required for the position and environmental conditions applicable to the job
Job description—document that defines the work involved in a particular assignment or position
Job specifications—qualifications a person should have to do the job
Nonexempt—same as hourly position under the Fair Labor Standards Act (FLSA)
Indicate that there were some final terms defined in the session.

33. Key Term Review continued
Performance standards—statements that identify how well and possibly how often or how quickly a duty must be completed
Reasonable accommodations—change in the job application process, the way a job is performed, or to other parts of a job that enable a person with a disability to have equal employment opportunities
Salaried—same as an exempt position under the Fair Labor Standards Act (FLSA)
Scope of a job—range of responsibilities a person working in a job is expected to undertake
Undue hardship—an action that is excessively costly, extensive, or substantial in relation to an employer’s size and financial resources, or that would fundamentally alter the nature or operation of the business
Instructor’s Notes
Performance standards—statements that identify how well and possibly how often or how quickly a duty must be completed
Reasonable accommodations—change in the job application process, the way a job is performed, or to other parts of a job that enable a person with a disability to have equal employment opportunities
Salaried—same as an exempt position under the Fair Labor Standards Act (FLSA)
Scope of a job—range of responsibilities a person working in a job is expected to undertake
Undue hardship—an action that is excessively costly, extensive, or substantial in relation to an employer’s size and financial resources, or that would fundamentally alter the nature or operation of the business