The Metiss Group's Blog

Whether you are defining jobs using a traditional job description or an Accountability Matrix (our recommendation), you’ll want to get input from people who interact with the individual in the job when outlining the key requirements.

The supervisor and/or HR are generally responsible for defining the requirements for a job.  Soliciting input from those closest to the job provides two important advantages.  The people working closely with the job know whether it’s being done correctly or not — often because it impacts their work.  Gaining input from these stakeholders helps further define the success factors of the job.  Additionally, consulting the stakeholders creates a commitment from them to the individual in the job to succeed since they had a hand in defining it.  Just imagine the support felt by a new hire!

Ask for input from many people when defining your jobs and your direct reports will succeed.

After you invested in developing Job Accountabilities and a Job Profile at the beginning of your selection process, you’ve noted the ease with which the decision of who to hire, and not to hire, has been.  Too often, we notice some leaders failing to get the real “bang for their buck” because that appears to be the end of the point at which the Job Accountabilities and Job Profile are used.

During your one-on-ones and quarterly performance reviews, be certain to go over the accountabilities and success factors by asking whether or not your direct report is on track or off track.  If off-track, ask the employee if they need additional resources or obstacles removed to get themselves back on track.  Also ask by what date should you expect to see them on track.

Additionally, the Job Profile can provide a path to reinforcing the right means by which to achieve those results.  So ask about the behaviors, motivators, and skills you defined as critical to the job at least as part of your quarterly reviews.  As an example:  please describe for me a time you demonstrated Goal Achievement or Personal Accountability in the last quarter.  The other option is to use the behavior based interview questions used with candidates to probe the right characteristics with employees.

Remember if the Job Accountabilities define WHAT we want done in a job, and the Job Profile defines HOW we want the job performed, a real superstar will accomplish both.  Use what you already have in place to drive the performance excellence you seek.