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How to Write a Job Description for Your Present Position: Part 3


This article concludes a series of three articles that describes how to get clarity about your present role in your organization and write an effective job description.

Writing a job description for your present position

Write Your Job Description

After completing a thorough job analysis, you should have a list of responsibilities and goals for your position. Here is how to organize this list and write a formal job description:

  • A job description should be a high-level synopsis of the expectations of your role. It need not be all-encompassing or list specific tasks you required of you (that is the function of a ‘work-plan,’ where you translate your job description into a more-detailed list of tasks, projects and measures.)
  • Prioritize your ideas and responsibilities. Group ideas by functional theme if possible. Each theme can then be written as a paragraph (or bullet point) in your job description.
  • List no more than four or five paragraphs of responsibilities. Depending on your position, you may not need a very detailed list of responsibilities. For example, a worker on an assembly line may have just a single paragraph in his job description while an administrative assistant may have a more complex description of duties organized into three or four paragraphs of responsibilities.
  • Each paragraph can consist of as many sentences as necessary to describe a responsibility precisely. Begin each sentence with a verb in present tense. See examples below.
  • If your job involves supervising other employees, include the scope of responsibilities — coaching, training, conducting performance reviews, etc.

Job descriptions: get concurrence from your supervisor

Get Concurrence from Your Supervisor

In your next one-on-one meeting with your supervisor, set aside some time to discuss your job description. Ask, “Is this what you expect of me? Is this in line with how you and our management see my role? Am I missing any responsibility or initiative? Do you see anything differently?”

Consider translating this job description into a more detailed work-plan that expands your responsibilities into a more thorough list of projects, initiatives and goals, and the corresponding metrics and targets. This work-plan along with your job description can establish a basis for measurement and job appraisal.

Revise Often and Maintain

Organizations, their objectives, routines and expectations constantly change. Keep your job descriptions current and accurate. Share your job description with your supervisor as part of the performance review process and continually seek agreement on how he sees your job.

Job Description Example 1: Software Architect

  • Effective job descriptions Research and develop algorithms for automatic parameter-based design of passenger car engines and their machining process illustrations. Implement process-planning software in C++ and integrate an interface with a CAD software.
  • Develop and implement algorithms to translate triangulated computer models into boundary representation data structures and recognize geometric features for design and machining.
  • Research and develop algorithms for automatic conversion of two dimensional orthographic projections of mechanical engineering designs into three-dimensional solid models.

Job Description Example 2: Project Manager

  • Coordinate new projects with Marketing. Write software technical profile from customer requirements. Develop and execute actionable plans for development and implementation of new software. Manage relationships and facilitate cross-functional issue resolution between marketing, customer support and customers.
  • Recruit and supervise five software engineers. Manage engineers’ work loads and ensure contribution. Track, prioritize, report and coordinate the needs and progress of their projects.
  • Coordinate software programming between offices in cities A and B and track measures for on-time performance of projects.

Concluding Thoughts

Lack of clarity can lead to frustration and discontent for employees One of the leading causes of frustration and discontent for employees is the lack of clarity on what is expected on their roles. From an organization’s perspective, employees who do not understand their roles will fail to deliver.

By writing an effective job description for your present position, you can bridge the gap between the expectations of your role and your performance on your job. This generates better results for you, your management and the organization as a whole.

How to Write a Job Description for Your Present Position: Part 2: Job Analysis


Job analysis for writing job descriptions: Identify what your role requires of you This article is the second in a series of three articles that describes how to get clarity about your present role in your organization and write an effective job description. Yesterday’s article established that writing a job description for your present position will help you clarify your role and establish a sense of better control and direction over your job. See full article here.

Before you begin writing your job description effectively, you need to thoroughly document your understanding of your role, its scope and context. This is the intention of job analysis.

Step 0: Prepare and Survey

You should have been on your current job for a suitably long-enough period of time, ideally three to four months, to develop a fairly reasonable perspective of your job and its requirements. Collect a job description if one exists for your role, your boss’s and your employees’ job descriptions if they exist, your organization’s objectives and any metrics that you report on a regular basis. Study these documents carefully.

Elements of job analysis for writing job descriptions

Step 1A: Focus on Contribution to the Whole

Yesterday’s article established that your job exists to fulfill an essential function of your organization. Therefore, at the outset, your job analysis should focus on this specific need of the organization.

Identify the goals and the end-product of your organization. If you work at a larger organization, focus on the product of your business division or department. Ask, “Who is the customer of our organization? What do we produce? What service do we deliver?” Then, examine how your role fits in this larger context. Ask, “What contribution does my role make to this whole? How do I add value? How does my work contribute to the performance and results of my organization?”

Recognizing the broader perspective of your work in the context of your organization helps you understand the objectives of your organization and what is expected of you and why.

Step 1B: Understand the Interrelationships

Job analysis for writing job descriptions: Reflect on how your role is interrelated to others' roles Reflect on how your role is interrelated to others’ roles in the broader context of your organization. If feasible, make a special effort to ascertain the contributions of your manager, his manager and his peers, your peers and your direct-reports. Ask, “How does your role fit into our organization? What are your goals and objectives? How does my work help you contribute in your role? How do you use my work? What can I do to help you and how? What product or service can I provide you to help you become more effective?”

Job analysis for writing job descriptions: focus on contribution to the whole

Step 2: Identify What Your Role Requires of You

Given a thorough understanding of your organization’s objectives, establish what the demands of your role are. Stress on defining your key responsibilities and contributions by asking, “What do I need to do to meaningfully add value and contribute to the results of my organization?”

Step 3: Refine Your Role around Your Strengths

In principle, no job should be structured to suit the incumbent employee — every job should be task-focused and organized by function to ensure continuity and succession. However, to promote ownership and job satisfaction of the incumbent employee, her role should be customized to reflect her strengths and weaknesses to the extent possible, without compromising the core contributions expected of her role. This balance between job satisfaction and productive work is critical.

Once you have established what your role demands of you, understand how your unique strengths and characteristics can help your role be more effective for your organization. Ask, “What unique skills do I bring to this job? How can I channel my strengths to enhance this role?”

Step 4: Include How You Can Grow and Expand Your Role

Job analysis for writing job descriptions: Include how you can grow and expand your role Every job consists of tasks and activities. Managers and organizations often belatedly discover that, when the component tasks tend to be repetitive, an employee may no longer feel challenged and may therefore lose motivation on the job. Hence, all jobs should provide opportunities for the personal and professional growth of the employee and opportunities for the role to expand in terms of its responsibilities and contributions.

To identify how you can grow and expand on your job, ask, “What factors and trends will influence my organization in the short- and long-terms. How can my organization respond? What will be its next initiatives and goals? How will our roles change? How will these changes influence my role? What initiatives can I take to add more value to my job? What else can I do to contribute more? What skills can I acquire to be more effective?”

How to Write a Job Description for Your Present Position — Part 1: Why


This article is the first in a series of three articles that describes how to get clarity about your present role in your organization and write an effective job description.

Get clarity about your present role in your organization and write an effective job description

Jobs and Job Descriptions

Jobs are the fundamental building blocks of an organization; they evolve to fulfill essential functions of the organization. The organizational endeavor is, therefore, the sum total of the endeavors of individuals at their jobs. It stands to reason that each job needs to be structured and formally defined. A job description serves this purpose: it is a formal detailing of the specific duties of an employee, her responsibilities and span of control.

A job exists to realize the purpose of an organization. For this reason, a job description should focus upward — it should be written primarily to reflect a specific need of the organization. In other words, a job description, for the most part, should describe the role and not the employee that holds the job — not what she can do, should do or wishes to do in her role.

Who Should Write Job Descriptions

Job descriptions help the management examine the structure of an organization and ensure that all the necessary responsibilities are adequately covered. Ideally, therefore, jobs should be defined from the top.

Theoretically, a manager is the most knowledgeable about all the jobs he supervises. He should be responsible for defining and maintaining the job description. However, hardly a few managers are keen on writing effective job descriptions for their employees. Most managers tend to be cursory: they use generic templates provided by their Human Resources or Personnel departments, or, at best, maintain a longwinded list of an employee’s activities. A majority of job descriptions are vague, out-of-date, indistinct and therefore inadequate. Consequently, job descriptions are often ignored in several organizations.

Why You Should Write Your Job Description

Critical reasons to write your job description: Redefinition, Evaluation One of reasons you may be dissatisfied with your job or performing poorly on the job is that you tend to perform your day-to-day tasks without any formal detailing of your role. In all probability, you are not completely certain of everything your manager expects of you and how you will be measured against these expectations. In other words, a formal job description may not exist for your job, or, if it does exist, it is badly out-of-date, imprecise and inaccurate.

As the job-holder, you are the best person to write a job description for your job since you have the most on-the-ground knowledge of your role. This assumes, of course, that you can develop or have previously developed a sound understanding of what your role requires of you in the context of the objectives of your organization, including those of your supervisor and immediate management.

Additional critical reasons that may lead you to write your job description include,

  • Redefinition: The nature of your role has changed due to redefinition of the nature of your business, restructuring, revisions to your organization’s objectives, or change in management or your supervisor-manager. Such changes may lead to a significant disparity between what you have done in the past and what may be expected of you in the new context.
  • Transition: When you are moving out of your job, you may consider helping your management recruit a proficient replacement by defining the exact nature of your current role and the skill sets or credentials desirable in potential candidates. A separate blog article will discuss how to identify and define desired characteristics in job candidates.
  • Measurement and Feedback: A job description can help setup a well-defined, consistent understanding of expectations and measures that form the bases of formal performance appraisals.
  • Promotion or Compensation Review: An exhaustive job description is indispensable to persuade management to assign more resources or responsibilities to you or appraise your role, job title, compensation, or benefits.

Most significantly, you can use this opportunity to precisely define your role, correlate what you do with what is expected of you in your role, and ensure ownership and job satisfaction. This sense of better control and direction will translate to stronger motivation at work.

How to Prepare an Action Plan at a New Job [Two-Minute Mentor #6]

Winning at a new job by preparing a plan for action

Meet with all the people your new role interacts with—bosses, peers, suppliers, internal and external customers, and your employees.

Inquire what they expect to see you accomplish in five weeks, five months, and five years. Ask,

  • “What should we continue to do?”
  • “What should we change?”
  • “What should we do?”
  • “What shouldn’t we do?”
  • “What are the two or three levers that, if pulled correctly, can enable us to make the biggest impact?”

Synthesize their responses and prepare a one-page “plan for action.” Keep it as simple as possible for all your constituencies to understand and buy-in.

Communicate your proposals across your organization: “Here’s what I heard from you. Here’s what I think about it. Here’s our list of priorities and an action plan.”

For more guidelines on preparing an action plan, see my article on doing a job analysis; it’s part of my three-part (parts 1, 2, 3) series of articles on how to write a job description for your present position.

Broaden Your Thinking and Grow on Your Job

How to Broaden Your Thinking and Grow on Your Job

Jeffrey Immelt on Keys to Great Leadership

Jeffrey R. Immelt, Chairman, CEO of General Electric In an interview in the Fast Company Magazine, General Electric’s CEO Jeffrey Immelt reveals his checklist of leadership skills. Perhaps the most significant of these skills is the understanding perspective on one’s job.

“Understand breadth, depth, and context. The most important thing I’ve learned since becoming CEO is context. It’s how your company fits in with the world and how you respond to it.”

The Problem: A Narrow Outlook of our Work

As I elaborated in a previous blog article, we get busy doing and fail to devote time for deep thinking. We concentrate on the minutiae of our work. We forget that these tasks are a part of a larger canvas–an element of a large value-addition process. If you are a metallurgy scientist, your work may be a part of the large value-addition process of converting raw material into turbine blades for jet engines that power large aircrafts. If you are computer programmer working on a small software module, your work may be a small component of software that enables customers to trade stocks directly from their cell phones.

Call for Action: Understand the Big-Picture

Understand the Big-Picture » Grow on Your Job The key to understanding the broader aspects of your work is to make a special effort to learn more than what is in front of your face. In addition to understanding the boss’s description of your task or a work-procedure, you need to ask why you need to do what you have been asked to do. Begin by asking the following questions.

  • How does your organisation make money from what you do? How does your company make money to pay you?
  • How do you fit into the value-addition chain? What are the steps involved? What is the flow of information, money and materials?
  • Who is the end customer? Why does he/she need the product or service your organisation is building? What is the fundamental problem the customer is trying to solve? How does you work solve this problem?
  • How will the customer use with the particular product or service your organisation is developing? What other features can your organisation add to your product or service to help the customer? What else can you do to help the customer?

Employees who understand the broader context of their jobs and embrace the big-picture perspective of the value-addition process are more inclined to grow quickly because, in addition to technical skills, their repertoire includes the wide-ranging commercial viewpoint of the fundamental problems at hand.

The Three Dreadful Stumbling Blocks to Time Management

The Three Dreadful Stumbling Blocks to Time Management Ineffective time management is characterized by folks having too many things they need to do (and just a few they must do,) but not enough time for everything they want to do. The key to time management, therefore, is to identify your needs and wants in terms of their importance and match them with the time and resources available.

If your time-management efforts are not getting you the results you envision, you need to pay attention to three hurdles that can get you derailed easily.

  1. The foremost obstacle to time management is a lack of practical awareness of your job duties, as well as the extent of your authority and responsibility. Your efficiency could be acutely hindered by doing the wrong tasks—those that are relatively unimportant or not even part of your job description. You could also not be using the skills or time of others, perhaps not recognizing that you have the authority to do so.
  2. An associated obstacle to effective time management is your failure to prioritize tasks. You may not be able to prioritize because either you’re unaware of your job duties, or you don’t know how to set priorities. As stated by the Pareto Principle, you could be spending 80% of your time on tasks that account for a mere 20% of the total job results. As a result, you could be working on the trivial and the routine, but not the important. In other words, you could be working on the “can do” and not the “must do.”
  3. Equally important, your time management-plans often go off the rails because of “time thieves”—meetings, impromptu visitors, avoidable reports, telephone calls, delays, canceled engagements, redundant rules and regulations, and other claptrap.

Idea for Impact: Develop a high level of awareness in the areas discussed above. Use my three-part technique (time logging, time analyzing, and time budgeting) to control time, conserve time, and make time. Additionally, learn to farm more work out—delegating not only frees up precious time, but also helps develop your employees’ abilities, as well as your own. Try not to say ‘yes’ to too many things and avoid taking on too much.

The 7 Hidden Reasons Employees Leave [Book Summary]

Employee engagement and retention of top talent is a holy grail of people management—and nearly as hard to pin down.

Employees expect managers to be fair, pay fairly, listen, value opinions, relate, develop, challenge, demonstrate care, advance, and so on. But many employees don’t know when and how to voice their concerns, or negotiate for what they want.

All managers know that engaged employees are happier and more productive. Yet, managers and HR managers cannot simply make employee engagement “happen.”

'The 7 Hidden Reasons Employees Leave' by Leigh Branham (ISBN 0814408516) In The 7 Hidden Reasons Employees Leave, employee-retention expert Leigh Branham discusses how companies can tackle employee disengagement and retain their best and brightest people.

Using a copious amount of facts and figures from interviews and surveys, Branham explores seven reasons for employee disengagement. For each reason, Branham lists signs that managers need to keep their eyes open for, and shows how employers and employees could communicate and understand their mutual needs and desires.

“Some Quit and Leave … Others Quit and Stay”

According to Branham, employee disengagement—and eventual resignation—is not an event; rather, it is a plodding process of bitterness, discontent, and eventual withdrawal that can take weeks, months, or even years until the definite choice to resign happens. He lists the ten most common stimuli that trigger employee disengagement:

  1. Poor management
  2. Lack of career growth and advancement opportunity
  3. Poor communications
  4. Issues with pay and remuneration
  5. Lack of recognition
  6. Poor senior leadership
  7. Lack of training
  8. Excessive workload
  9. Lack of tools and resources
  10. Lack of teamwork

Branham claims to have synthesized some 20,700 employee-exit surveys and has identified four fundamental human needs (compare to Maslow’s hierarchy of needs) that must be met by employers:

  • Employees need to feel proficient. They want to be matched to a job that aligns with their talents and their desire for a challenge.
  • Employees need to feel a sense of worth. They want to feel confident that their commitment and their efforts translate into meaningful contributions to their company’s mission. They desire to be recognized and rewarded appropriately.
  • Employees need to be trusted. They expect their employers to pay attention, and be honest and open in their communications.
  • Employees need to have hope. They want to be treated fairly, and given opportunities to grow their skills and advance their careers.

Why Employees Start Feeling Disconnected from Their Work

Why employees start feeling disconnected from their work The core of The 7 Hidden Reasons Employees Leave is a “how to” guide to address each of the seven reasons to enable a company to pursue the path to become an “employer of choice.”

Reason #1: The Job or Workplace Was Not as Expected. Many new hires join their companies with a wide range of misconceptions and unrealistic expectations. Some stay and adapt, others disengage and stay, and some others disengage and ultimately leave. Branham advocates creating realistic job descriptions, and open communications between managers and employees on achieving their mutual goals and expectations.

Reason #2: The Mismatch between Job and Person. Companies with strong reputations for selecting the right talent and keeping employees well matched with their jobs have a strong commitment to the continuous upgrading of talent. Managers can assign tasks so that employees can be more engaged through the use of their “motivated abilities.” Managers must keep an eye open opportunities to augment employees’ jobs by delegating tasks they might not have considered before.

Reason #3: Too Little Coaching and Feedback. Branham affirms that most managers do coaching and feedback merely as annual or biannual HR-required discussions that bind ambiguous targets to performance-ranking and pay scale. Managers must lead frequent, informal, on-the-job feedback conversations with employees. Branham identifies four principal themes that managers must address to make their performance management practice seem less controlling and more of a partnership:

  1. “Where are we going as a company?”
  2. “How are we going to get there?”
  3. “How does the manager expect the employee to contribute?”
  4. “How is the employee doing? What is going well? What are the key suggestions for improvement?”

Reason #4: Too Few Growth and Advancement Opportunities. Branham observes that most talented employees cannot pinpoint and articulate, and often underuse their greatest strengths. He encourages companies to provide self-assessment tools and career management training for all employees, enabling them to be the best they possibly can be. Most “employers of choice” have a strong mentoring culture. They communicate that employees must take the initiative in their own career development.

Reason #5: Feeling Devalued and Unrecognized. To Branham, many companies do not have a formal and informal culture of recognition because their managers are themselves too busy with their nominal responsibilities to pay adequate attention to employees’ performance. Or, they can’t discern between average and superior performance. He lists recommendations for competitive base- and variable-pay linked to achieving business goals. He reminds managers that employees are hungry to be listened to, and want their ideas sought and implemented.

How companies can tackle employee disengagement and retain their best and brightest people Reason #6: Stress from Overwork and Work-life Imbalance. Branham observes that the relationships employees form with other employees is a glue that binds people to their workplaces. He encourages fostering social connectedness by assigning cross-functional team projects and organizing group outings.

Reason #7: Loss of Trust and Confidence in Senior Leaders. When senior leaders don’t back up pronouncements such as “people are our most important asset” with their actions, even mid-level managers begin to question the decisions and the actions of senior leaders. The result is a manifest lack of enthusiasm in the workplace, and in the rising complaints and questions about policies and practices. Leaders must set the tone for workplace culture and must back up their words with actions to discourage employee cynicism and disengagement.

Becoming an Engaged Leader is the Embodiment of What Leadership Means

Recommendation: Fast read Leigh Branham’s The 7 Hidden Reasons Employees Leave. This book makes a great reading for managers and leaders who will need to scratch beneath the surface to recognize unhappy employees before it’s too late, and then engage their employees better and retain their top talent.

While many of the book’s themes may appear familiar, The 7 Hidden Reasons discuses many ideas and “engagement practices” in great specificity to help managers and leaders keep their antennae up for signs of bitterness and discontent, and correct before they lose their best and brightest people. This practical tome can also help employees discuss and resolve their needs and desires.

Developing a deep understanding of what causes employees to lose motivation, disengage, and leave cannot be ignored or overlooked. Managers and leaders who can resolve the divergence that employees feel between their personal values and the best interests of their businesses will gain immeasurably by having a highly engaged and productive workforce.

Before Jumping Ship, Consider This

Don't Jump Ship in Frustration

Dissatisfied with your job? Considering jumping ship? There’s no guarantee your next job will be any better. Many people who jump ship in frustration run into the same problems that were an obstacle with previous employers.

Consider working on a solution before trying to jump ship. Try to discuss your future with your boss.

  • Examine your motivations. Insist on realism. Do you have clear goals and priorities? Step back and assess what’s happening in your career journey. Don’t have unrealistic assumptions.
  • Start with a plan. What specifically are you seeking to make your job better? How can you get it? If you feel your career has become stagnant, realize that people who stay in one function or one industry may move up quickly in the beginning of their careers but often reach a ceiling later when they become too specialized.
  • Be brutally candid with yourself. Make sure you’re capable of handling the roles and responsibilities you’re seeking. Determine if they’re available.
  • Meet formally with your boss to discuss your plan. Take the initiative to lead the discussion; unlike at a performance review, here you drive the discussion.
  • During the meeting, ask your boss to evaluate your skills and your potential. Hear him out. Use active listening—repeat what he said to make sure you understand each other.
  • Give the boss your perspectives after hearing his. Don’t be confrontational. Try to cooperate. Think before you respond: reacting too quickly will set your boss on the defensive and guarantee an argument.
  • Once you’ve agreed upon a solution, do everything to progress it. Example: One woman wanted to be reassigned to her company’s trade sales unit. At her own initiative, she attended her industry’s trade shows, developed contacts, and learned what was necessary to succeed in sales and marketing.
  • Don’t expect quick action: changes take a little time. Perhaps you may be happier with a lateral move: many people think that careers should follow an upward trajectory. In fact, most jobs transitions don’t entail a promotion. Most successful careers involve a mix of lateral and upward movement.

Idea for Impact: Try to ask for honest feedback about what’s holding you back from a promotion. You’ll find it easier to tackle career frustrations in a familiar environment at your current employer rather than at a new company where you’ll be under pressure to learn the ropes and produce results quickly.

Eight Ways to Keep Your Star Employees Around

Eight Ways to Keep Your Star Employees Around

Every manager should make employee retention a priority and regularly inquire, “How many of my star employees would leave my organization if they could?”

Employee turnover can be expensive. Managers must find and hire replacements, invest in training the new employees, and wait for them to get to up to speed—all while suffering productivity shortfalls during the transition. The more talented an employee, the higher the cost of replacing him/her.

Here’s what you need to do to keep your star employees around.

  1. Identify them. Find key attributes that distinguish top performers from average performers. Then rank your team against these attributes and identify those employees who are critical to your organization’s short- and long-term success.
  2. Perform salary and compensation research within your industry and offer an attractive-enough benefits package. Beyond a particular point, compensation loses much of its motivating power. Consider flexible work arrangements.
  3. Understand what your star employees value and help them realize their values and regard their work as meaningful, purposeful, and important. Often, the risk of losing employees because their personal values don’t correspond with the team’s values is far greater than the risk of losing them because of compensation.
  4. Get regular feedback from your star employees. Ask, “What can I do as your manager to make our organization a great place for you to work?” Let them tell you what they need and what they like and don’t like about their jobs. Adjust their assignments and their work conditions accordingly.
  5. Invest in training and development. Give star employees opportunities to develop their skills and increase their engagement and job security. Hold frequent and formal career discussions to determine employees’ goals and aspirations and coach them.
  6. Give your star employees the autonomy, authority, and resources to use their skills and do their jobs in their own way.
  7. Keep them challenged and engaged. Make work more exciting. Set aggressive, but realizable goals. Move your star employees around into positions in the company where they will face new challenges and develop critical skills. Employees would like to be challenged, appreciated, trusted, and see a path for career advancement.
  8. Appreciate and give honest feedback regularly. Make timely and informal feedback a habit. Don’t disregard employee performance until the annual review. Help employees feel confident about your organization’s future. Earn their trust.

How to Promote Employees

How to Promote Employees

Job Promotions Can Be Stressful

A job promotion is generally cause for celebration and gratification. However, it can be a source of deep anxiety for many employees: they tend to suffer additional mental strain and are less likely to find time to go to the doctor. Research at the University of Warwick found that “the mental health of managers typically deteriorates after a job promotion, and in a way that goes beyond merely a short-term change.”

Promote Employees Who’ve Shown Some Evidence of Success

Before you decide to promote an employee, ask yourself the following six questions about the candidate. The more affirmative answers to these questions, the better the chances for the promotion to succeed. Examine and resolve any “no” answers before considering the employee for other job transitions.

  • Is the candidate performing her current duties well enough to justify a promotion?
  • Can she hand over her current responsibilities to a new person?
  • Does she possess a sound understanding of the fundamentals of a business and have the requisite operating experience?
  • Is she keen to take on a new job? Is she familiar with the responsibilities and priorities of the new job? Is she willing to make decisions and be accountable for results?
  • Is she qualified and experienced enough to do at least part of the new job? Is she adequately trained or ready to be trained in the new job’s requirements?
  • Are her interpersonal skills adequate to work with employees, customers, suppliers, peers, and bosses in the new job?

Idea for Impact: If employees are not entirely prepared for new assignments, you are unintentionally setting them up for stressful transitions, bitterness, or eventual failure. Beware of the perils of promoting people too quickly.