The Metiss Group's Blog

Most job descriptions are tucked away in some HR Manager’s dusty cabinet and at best looked at once year or when the position needs to be filled.  If these documents are used, they are likely seen only by one or two people.

Job accountabilities define what is expected out of a job and should be concisely described on one page.  The accountabilities are used regularly by job-holders and their bosses to measure and track success.  Don’t stop there; share the job accountabilities with all people associated with a job.

Sharing job accountabilities lets everyone know what is AND what is not expected of the job.  Co-workers help keep the job-holder accountable and support them in achieving the success factions. Sharing the accountabilities also minimizes the frustration from others who want more of the job-holder than is included in the job.  You’d be surprised how relieved your direct reports are when everyone knows what is expected of them.  Click here to see an example of a job accountabilities report.

Empower your direct reports to share their job accountabilities and they’ll be more successful.

We all remember that one teacher or coach or boss or trainer who really challenged us.  Though we hated being pushed and thought unpleasant things about this perceived tyrant, at the end we were better as a result.

It’s your job to challenge your direct reports challenging them to grow along the way.  You understand their specific role, their particular set of skills, and where you see them contributing in the future. Figure out what else can they do that is a step beyond what they are doing today that leverages those skills.

Push hard; most people don’t want to stretch beyond their existing skill set or comfort zone if it involves taking risk. Encourage them to embrace the opportunity and discover what else they can do beyond the status quo.  For all his faults as a leader, this is where Steve Jobs excelled.

Most people, when left to their own devices, will choose to stay inside of their comfort zone. However, there is nothing motivating about someone doing the same thing they’ve done before, and long term they will be unhappy. So, do them a favor, do yourself a favor, and empower them to achieve greater future success.

Most economists expect there to be much more hiring in 2013 – we certainly have seen an increase with our clients.  Assessment instruments have become more common for hiring managers evaluating new hire candidates.  We recommend hiring managers use multiple assessments to evaluate more than one dimension of a candidate’s skill set.

Whether you are using assessments focusing on behavioral styles (Myesr-Briggs, DISC), personal skills (Hartman Value Profile, DNA), or critical thinking (Watson-Glaser, Ravens) it is important to evaluate more than one aspect of a candidate’s work skill set.  We all have multiple sets of skills and rely on different skill sets for different aspects of our job.

Hiring managers should try to assess as many of these skill sets as possible and not rely on just one assessment type.  Hiring managers also should be cautious that no assessment should be the go/no go factor of the selection process, rather indicators of where to probe more fully in interviews and reference checks.

Empower your hiring managers with multiple assessment tools in evaluating their new hires and you’ll experience better hires and less turnover.

In our life time, there may be no greater workplace uncertainty than what companies are going to do with their health care program.  The laws and options are so complicated, few organizations have a clear path to take and fewer have communicated the reason the organization chose to deal with the new laws to their employees.

Hopefully you are conducting regular feedback sessions (weekly one-on-ones are the best) and it is in these sessions you should be discussing the organization’s thinking and direction on their health care plans.  Keep in mind when discussing this complicated, emotional topic not everyone processes the information in the same way.  Try these approaches:

• For your hard driving, no nonsense employees, present the information in a straight forward, direct, non-sugarcoated way.
• For your affable easy-going employees, present the information in a calm personal way, allowing much time for discussion.
• For your deep thinkers and process orientated employees, explain with why the organization chose the direction it did and how it’s going to impact everyone in the company.
• For your detail-oriented analytics, present the facts and be prepared when you discuss the plans with them, they will be pressing you for specifics.

Empower yourself with the understanding of how to communicate the details of the health care changes with each of your direct reports, and you’ll experience a more successful implementation of the plan.

Hopefully, each of your Direct Reports has a job accountability matrix capturing the job’s activities, priorities, and success factors.  Maybe instead, it’s a “job description” listing the job’s requirements and expectations.  Maybe it’s a tattered sheet of paper detailing what you’d like out of the job.

Whatever you are using to scope your Direct Report’s job, be sure to review and update it regularly.  We recommend reviewing job accountabilities during each quarterly performance review session.  By reviewing the accountabilities regularly with your Direct Report, you both are reminded of what is important.

Do not assume the job’s description is static and cannot be changed.  The document is a dynamic, evolving view of the job and should be updated as the job evolves or changes.  The responsibility for owning the updates and current nature of the Accountability Matrix or Job Description lies with your direct report.

Empower your Direct Reports to manage their job accountabilities and watch both your careers succeed.