“Why You Must Eliminate Job Descriptions” by Lou Adler, Book Review Example

Lou Adler ” why you must eliminate job descriptions”, felt  that this traditional approach to recruitment was outdated and a primary cause of US Companies failing to get top candidates. He believes that the original concept of this was more in tune with bulk hiring policy, as opposed to individual candidate selection. (Adler, 2007).  Adler cited the following main reasons for elimination of job descriptions:

1. The practice is considered outmoded and not in keeping with modern business requirements;
2. High level candidates do not require all of the data provided by a job description in order to submit an application;
3. Job descriptions help to eliminate the thought process of recruitment managers – they do not focus enough on the actual requirements of the job;
4. They are considered cumbersome and hard to find;
5. They can stop top candidates from applying if the job description looks repetitive, uninteresting or boring;
6. The descriptions fail to predict actual performance measures for the job;

For large organizations in the Public Sector like US Office of Personnel Management or US Department of the Interior, the stance is much more heavily in favour of job descriptions. One of the prime arguments is the need to deal with the legal requirements of the American Disabilities Act or ADA. ” It is very necessary to get the key wording and equality aspects of the job right if you are to avoid potential legal actions”  (Steve M. Cohen, 1996).  Cohen further elaborates by saying the value of “Activity Based Job Descriptions” where you are able to define the exact nature of the work and the physical attributes associated with it.  This enables you to define the physical limiatations of the job e.g. heavy lifting required, standing for long periods, intense computer video work etc.  It equally enables you to outline what the organization has accomplished to try and offset some of the issues e.g. use of mechanical lifting devices, ramps, etc.  This somewhat contradicts Adler’s arguments in attracting top people. Condsider the diabilities of Professor Stephen Hawkings at Cambridge University, England.  One of the most brilliant and talented scientists of our time but due recognition has to be made of the work environment and supporting materials that Stephen requires to perform his job adequately.

It could also be argued that large Public Sector organizations are indeed dealing with the masses and the HR departments have to deal with a large throughput of candidates. In this sense some degree of “document standardization” is considered essential. There has to be some means of dealing with applicants on an equitable basis and this negates the concept of more direct 1:1 assessment .  This may be less acceptable in the Private Sector where there is a motivation of “profit” and only the brightest and the best are required in order to main technological and competitive edge.

Job descriptions are also an important communications media. They are aimed at bridging the communications gap between Human Resources and the hiring department.  It should facilitate the HR Manager with enough standard job information to enable candidate selection.  The HR person does not then require an in depth knowledge of the departments activities and the technical nature of the job being recruited for.

Another important aspect of job descriptions relates to that of performance measurement and evaluation. The task is simplified if jobs are placed into a structured format, this allowing a more uniform basis of performance measures. This equally facilitates the appraisal process and the determination of training requirements for the job.. ” A job description is “simply” a list of responsibilities and functions that are required in a particular position. (Job descriptions are often called position descriptions, and more appropriately so because like jobs can be combined into one description, i.e., clerk, secretary, executive secretary.) Each responsibility should start with a verb which describes the activity. These verbs should be “standardized” or understood by those using the descriptions and the person doing the job.”  (Bushan, 2008)

In conclusion, the arguments put forward by Adler are compelling and may well be more applicable to the smaller – medium sized enterprise.  The use of standards and structure becomes much more paramount in large Public and Private sector enterprises. In essence one shoe does not fit all. It is really a question of common sense, for example if you are going to recruit a CEO of a Company or specialist technical person or scientist, then you need more 1:1 focus and this supports the argument of Adler.  By contrast if you are running a recruitment campaign for 50 business analysts spread over a large geographical area, then a lot more standardisation is called for and as such job descriptions still play an extremely useful part.

I think the important aspect of communications cannot be under estimated here. There is a need for HR professionals to gain a more in depth understanding of the business they are serving and a closer working knowledge of their clients.  This often gets compounded when the HY function is sub contracted to specialist recruitment firms – they may know people but do they really know your business ?  Consider.. ” “It’s important to find out what the screening process entails. I’ve had experiences with some recruiters who I found out didn’t even meet the candidates. Now I always ask.”  (Lynn Brown, 2004)

Works Cited

Adler, L. (2007). Why you must eliminate job descriptions. ERE Net , 1.

Bushan, A. (2008). Uses of the Job Description & Job Analysis. Retrieved 10 22, 2009, from Performance Management & Appraisal Help Center: http://performance-appraisals.org/experts/jobdesc.htm

Lynn Brown, C. (2004, May 1). TLOMA Today. Hiring an External Recruiter – Do You Know What You’re Paying For?

Steve M. Cohen, E. (1996). Job Descriptions Balance Your Needs With ADA Requirements. Retrieved 10 22, 2009, from AAFP: http://www.aafp.org/fpm/toolbox/old/11.html