| p>Job descriptions. | | | | 3. Have access to the resources (information, |
| Whether you're responsible for writing them for | | | | finances, equipment and tools, time, and people) |
| others, or just for living up to yours (if you even | | | | you need. |
| have one), you probably have mixed feelings | | | | 4. Believe that you are doing them well. |
| about them. | | | | 5. Believe that others perceive your results as |
| If you have one, and it happens to be clear, | | | | excellent. |
| accurate, updated regularly, and used as part of | | | | How did you answer question #1? If you enjoy |
| your performance evaluation, you may want to | | | | the key aspects of your job, you're in luck. If you |
| continue reading just so you'll know how lucky | | | | don't, take some time now to think about where |
| you are. For everyone else - and that's about | | | | you want your career to go. It may seem like a |
| 95% of the working population - take heart: there | | | | harsh question, but if you don't like your primary |
| are tips here to help you overcome several | | | | job responsibilities, are you really in the right job - |
| common job-description challenges. | | | | or even the right career? |
| Job descriptions often depict a utopian point of | | | | Act |
| view. Especially when written as the first step in | | | | Think about these suggestions as you decide |
| hiring someone new, they tend to reflect the | | | | what action you'll take. |
| hiring manager's idyllic perspective on what she | | | | 1. If your job description aligns with your actual |
| thinks she'd like. This puts the new hire (or newly | | | | day-to-day work and you enjoy yourself, there's |
| promoted) in a difficult position when the | | | | really nothing more for you to do. Just keep on |
| expectations he formed in reading the job | | | | having fun! |
| description don't match what he's being asked to | | | | 2. If, on the other hand, your job description |
| do. And it creates challenges in the performance | | | | doesn't bear much resemblance to what you're |
| evaluation process where the job description | | | | doing, it could be time for a meeting with your |
| should form the basis for an employee's annual | | | | manager, especially if your actual duties carry |
| goals. | | | | significantly more responsibility than your job |
| Those who don't have a job description at all | | | | description suggests. |
| (fairly typical in smaller organizations) face a | | | | 3. If you have no job description, consider the |
| different set of challenges. Your job requirements | | | | corporate culture. If yours just hasn't bothered |
| may grow, shrink, and metamorphose from one | | | | with job descriptions yet, think about meeting |
| day to the next, depending on the needs of your | | | | with your manager to review what you've |
| manager. On Monday, you might find yourself | | | | written and verify that it meets his or her |
| wondering how to create boundaries around | | | | expectations. If, on the other hand, your |
| what's reasonable for you to do. By Friday, you | | | | company's management has consciously chosen |
| could be startled to discover someone else being | | | | not to write job descriptions, your decision is |
| asked to do something you thought was your | | | | more complicated. Suggestion #5 outlines an |
| responsibility. And it's difficult to support your | | | | alternative. |
| request for a raise or a promotion when you | | | | 4. Look also at your answers to questions 2 |
| can't point to responsibilities you've fulfilled as | | | | through 5 in the Evaluate step. What actions |
| required by your role. | | | | suggest themselves to you that will help these |
| In short, no matter what level you've achieved | | | | answers become more positive and help you |
| within your organization, your job description - or | | | | become more effective? |
| lack of it - can be a significant roadblock to your | | | | 5. You may feel there's nothing to be gained by |
| ability to succeed, develop your career, and win | | | | discussing your job description - or lack of it - |
| recognition. | | | | with your manager. If that's the case, all is not |
| Here is a three-step process to help you | | | | lost. Use what you've written - and develop it |
| overcome some of these challenges. | | | | further - to help you create boundaries around |
| Write | | | | what you consider to be the best use of your |
| Without reviewing whatever you may currently | | | | time. |
| have in the way of a job description, take a | | | | Many employees without job descriptions, as well |
| moment to quickly write down what you do. | | | | as many with unrealistic or inadequate job |
| Don't spend a lot of time or go through a lot of | | | | descriptions, find themselves agreeing to do more |
| analysis; this isn't about capturing every little detail. | | | | and more and more - and feeling more and more |
| It is about understanding what aspects of your | | | | and more resentful and taken advantage of. By |
| job are top priorities and therefore in the | | | | creating your own accurate job description, even |
| forefront of your mind. | | | | if you never discuss it with your manager, you |
| Evaluate | | | | create a guideline for yourself that anchors your |
| Review what you wrote and assess the extent | | | | decisions about what you will and will not agree - |
| to which you: | | | | or volunteer - to do. |
| 1. Enjoy these components of your job. | | | | "I don't know the key to success, but the key to |
| 2. Have the skills and knowledge you need to | | | | failure is trying to please everybody. |
| complete them effectively. | | | | |