Defining roles can be tricky. Yet, as I’ve explained elsewhere: role clarity is important if staff are to perform at their best and not spend time treading on each others’ toes, or leaving activities and functions incomplete.

Personally I am NOT a fan of traditional job descriptions that tend to describe the activities of the job (what you need to do.)  Whilst such documents may be appropriate for very low level jobs, I feel that for most roles where we want individuals to use their initiative, they have three problems:

  • What matters to a business is not what is done, but the outcome achieved.
  • Defining activities rather than outcomes does not encourage the individual to find a better way to achieve the same outcome.
  • Defining what to do encourages the potential for gaps of the ‘It’s not my job’ form.

Therefore, I prefer to define roles using Key Result Areas (KRAs) to define the outcomes the role exists to achieve and Key Performance Indicators (KPIs) to define how success in the role is measured. I embed those alongside more traditional job definition items such as mandatory and desirable attributes of the person such as skills, attitudes and behaviours.

Once you’ve defined the job, you’ll need to recruit someone to fulfil the role. So you might find this additional article here on recruitment useful.

Here are some examples – please feel free to take them and modify to suit your own purposes:

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Make time to save time

Apply for a trial membership of MD2MD and see how our members achieve more success with less stress here
Try now
It’s been extremely useful to share thoughts and experiences with fellow business leaders during a period of unprecedented challenge.

Adrian | Managing Director | Triad plc

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Managing Director - Bob Bradley

Bob is a specialist in running high value added service businesses, having run five such businesses as General Manager, Managing Director or Chief Executive. His last employed role was as Chief Executive of a £16M, 200 person family owned business having previously been Chief Executive of an AIM listed company for which he raised £5M funding and which he grew from £4M to £12M in three years through two acquisitions and organic growth, and a corporate PLC subsidiary where he was Managing Director responsible for delivering £10M profit on £45M turnover through 450 staff.

Bob is now following a portfolio career providing entrepreneurial business leaders with mentoring and coaching around business leadership, business growth, merger integration and exit planning.

Core to his portfolio is MD2MD. Having experienced for himself the value of having a strong sounding board of fellow Managing Directors he founded MD2MD in 2004 to provide groups of business leaders with a confidential environment within which they can support and challenge each other to raise their game as leaders and by doing so improve the success of their organisation.

Key result areas, key performance indicators and job descriptions

Defining roles can be tricky. Yet, as I’ve explained elsewhere: role clarity is important if staff are to perform at their best and not spend time treading on each others’ toes, or leaving activities and functions incomplete.

Personally I am NOT a fan of traditional job descriptions that tend to describe the activities of the job (what you need to do.)  Whilst such documents may be appropriate for very low level jobs, I feel that for most roles where we want individuals to use their initiative, they have three problems:

  • What matters to a business is not what is done, but the outcome achieved.
  • Defining activities rather than outcomes does not encourage the individual to find a better way to achieve the same outcome.
  • Defining what to do encourages the potential for gaps of the ‘It’s not my job’ form.

Therefore, I prefer to define roles using Key Result Areas (KRAs) to define the outcomes the role exists to achieve and Key Performance Indicators (KPIs) to define how success in the role is measured. I embed those alongside more traditional job definition items such as mandatory and desirable attributes of the person such as skills, attitudes and behaviours.

Once you’ve defined the job, you’ll need to recruit someone to fulfil the role. So you might find this additional article here on recruitment useful.

Here are some examples – please feel free to take them and modify to suit your own purposes:

Make time to save time

Apply for a trial membership of MD2MD and see how our members achieve more success with less stress here
Try now
It’s been extremely useful to share thoughts and experiences with fellow business leaders during a period of unprecedented challenge.

Adrian | Managing Director | Triad plc

Managing Director - Bob Bradley

Bob is a specialist in running high value added service businesses, having run five such businesses as General Manager, Managing Director or Chief Executive. His last employed role was as Chief Executive of a £16M, 200 person family owned business having previously been Chief Executive of an AIM listed company for which he raised £5M funding and which he grew from £4M to £12M in three years through two acquisitions and organic growth, and a corporate PLC subsidiary where he was Managing Director responsible for delivering £10M profit on £45M turnover through 450 staff.

Bob is now following a portfolio career providing entrepreneurial business leaders with mentoring and coaching around business leadership, business growth, merger integration and exit planning.

Core to his portfolio is MD2MD. Having experienced for himself the value of having a strong sounding board of fellow Managing Directors he founded MD2MD in 2004 to provide groups of business leaders with a confidential environment within which they can support and challenge each other to raise their game as leaders and by doing so improve the success of their organisation.

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