Performance Management (Part 1)
Knowing the Job

It is important for leaders to understand how the organization’s work is getting done. This aspect of managing performance is a complex one that involves numerous components. For example, the leader must have an understanding of the organization and what tasks are important to accomplish its goals. Leaders must also be able to assess the performance of those around them and provide feedback. Finally, leaders must be able to use this information to plan for the future needs of the organization. This targeted lesson is the first of a series of three focusing on how leaders manage performance.

Job Analysis

Before we can understand if team members are doing a good job we must first understand what they are doing. Traditionally this process has been referred to as job analysis, which covers a broad range of activities. All of these activities are directed toward discovering, understanding, and describing what people do at work. However, the principles of job analysis do not need to be limited to the workplace but can be applied to academic organizations or even to teamwork in the classroom.

Building Blocks of Understanding Work

Job analysis only refers to a series of tools to help us understand what work needs to get done. Despite its broad nature there are only four parts need to be considered. Namely you must ask yourself the following questions.

  1. What kinds of information are you going to collect?
  2. How are you going to collect information?
  3. Who are you going to use to get information?
  4. How are you going to organize the information?

What Information?

Before beginning to collect any information you should first look at what you have. If you are part of a student organization it is likely that each formal position is described in the charter. While this may only be a brief examination of the job it should be enough to identify the major responsibilities of team members. Information that is important to understanding the performance of a team member can include, but is not limited to, the following:

How to Get Information?

Job analysis information has been collected in a variety of ways. The easiest way is to look through organizational records such as the organization’s charter and any existing position descriptions. Another method useful for collecting information is simply by observing the team members whose jobs you want to learn more about. Another good way of collecting information is through individual or group interviews. Either set down with someone and ask them about the position or set down with the entire group involved and ask them about what work needs to get done. This last approach is especially useful to learn not just what a certain position does but also what others are expecting from that position. A final method to learn about a position is to simply do the job yourself. Getting into others’ shoes is sometimes the only way that we can really understand what is going on.

Where Should the Information Come From?

Traditionally in job analysis the individual who provide information are referred to as subject matter experts (SMEs). These are individuals who understand the position and understand what needs to get done to help the organization. Often you can look to the person is currently in the position and ask them about their responsibilities? Other useful sources of information include past presidents and other e-board members as well as any faculty liaison associated with the organization. Also, as mentioned earlier don’t forget to use any information that you might already have.

Now What?           

Now that you have collected information on the position that you are trying to learn more about what should you do it? While just the information itself may be useful to you in understanding what others are doing it really should be organized and recorded so that others have assess to the same information (both currently and in the future). Typically job analysis information is used to identify the major activities, tasks, and duties associated with a position. The activities are the day to day things that must be done. These activities are often grouped together into tasks. For example, it may be the Treasurer’s task to pay for things. The activities associated with this task include keeping the organization’s check book, writing out checks, and other such activities. Tasks are also arranged into broad groups called duties. The Treasurer may be responsible for the duty of managing the financial records of the organization. One such task associated with this duty would be paying for things. Other tasks could include keeping records and preparing an annual budget.

Competencies Related to Managing Performance: Knowing the Job

Attention to Detail: 
Focusing on the details of the task being completed by the group.
Task-Relevant Knowledge:
Knowing standard practices and procedures necessary to accomplish tasks.
Designing Work Systems:
Designating the responsibilities of individual jobs and structuring the work of groups in organizations.
Gathering Information:
Identifying useful sources of information and gathering and utilizing only that information which is essential.
Communicating with Coworkers:
 Communicating information using either face-to-face, written, or via telephone or computer.
Active Listening:
Listening intently to what others are saying and asking for further details when appropriate.

 

Reference

Brannick, M.T., & Levine, E.L. (2002). Job analysis: Methods, research, and applications for Human Resource Management in the new millennium.  Thousand Oaks, CA: Sage.