The cost in terms of time, effort and money in the preparation of the job description and job specifications are well paid-off by their values if properly utilized. While different organizations have varying uses for them, the most common ones are:
Serve as guides to job applicants in their decision making of entry into the organization. The job analysis forms are shown to applicants even before they fill out job application forms. On the basis of job duties and responsibilities as well as professional and technical qualifications, the applicant either screens himself out or continues with the application process. This self screening saves the organization a lot of resources used in screening numerous applicants.
It makes the organizing and re-organizing processes in the entire organization smooth and systematic. Divisions, departments, sections and units are created in accordance with product lines or services and duties and responsibilities of the workers. Without job descriptions, and job specifications, the overlapping of duties and responsibilities, inter- and intra- department may most likely occur.
It assists in the hiring of personnel. Staffs that are recruited screened and finally hired are those with the qualifications appearing in the job specifications because they are the ones who can perform the duties and meet the responsibilities as specified in the job descriptions. Hence, the hiring procedure becomes organized and objective. Without the proper job analysis records and information, whoever suits the fancy of the employer or manager is taken in and the latter’s performance falls below par.
It serves as a standard for performance evaluation. Job descriptions are used as one of the reference points when assessing the performance of employees who are presumed to have read and accepted them before the final admission into the organization and during their employment. It is but fair to evaluate them on their track record performance of duties which are officially assigned to them as contained in their job descriptions. Hence, for the protection of their members, the employee’s union should be involved in the preparation of job descriptions and should monitor their proper utilization for performance evaluation. If there’s no employee’s union, you as an employee should know this.
It is best used as guides for orientation and training. Employees who are deficient in some knowledge and skills and whose attitudes needed reshaping can receive special orientation on their newly assigned jobs and can attend short information training programs to upgrade them in these areas.
Such is the use of the job analysis records and information that any manager or supervisor or your immediate superior (to be exact) as well as the HR manager, should have ready in his file. There are companies that do not have a file system and most of the managers should have it stored on their computer or filed in a folder stored away. If you feel that you were demoted or fired with reasons that pertain to your performance, ask for the job description and the performance evaluation tool used. It should correspond with your job description, your actual work performance and not based on opinion alone.