Professional Staff Position Description
- The Position
- Selection Criteria
- Position Description
- Key Responsibilities
- Environmental Health and Safety
- Job Complexity, Skills and Knowledge
- Organisational Unit
- Organisational Chart
- Budget Division
The position description is a multipurpose document which is central to human resources processes. The information it contains is used in classification reviews, job advertisements, selection interviews, training needs analyses and in organisation reviews.
Position descriptions need to be documented for new positions or newly filled positions as they occur.
Once they have been documented, position descriptions will need to be reviewed and amended, if appropriate:
- at the beginning of annual performance planning cycles
- when being used to advertise and fill positions, or
- when the job changes.
This draft position description has been written to help you quickly put together a position description for a professional staff position. By following the format you will find that, except for local requirements, most elements needed in a professional staff position description are covered.
The position description is explained item by item in terms of:
- examples of the information that should be included
- who should be involved in preparing the item
- suggestions and questions for preparing the required information
- any other noteworthy points about the item.
The Position
The "first pass" of this item can be prepared by the position incumbent.
A different position summary is prepared for each job.
This is a statement comprising a few sentences which describe the overall purpose of the position.
It describes what the position occupant is responsible for, and briefly, what they need to do to achieve this and how they do it, eg:
- WHO........ The Manager, Records Section
- WHAT...... Is responsible for ensuring the institution's records are collected, stored and retrievable by customers
- HOW........ By supervising staff and unit activities, recommending policies and implementing them as required.
When reviewing or documenting this section, ask the following questions:
- what is the main purpose or purposes of the position?
- what is the position mainly required to produce or do?
- how can the position be described briefly and clearly to others?
This information can be used in job advertisements, selection interviews, training needs analyses, in any phase of the Staff Development and Performance Planning Program, and in classification reviews.
Example
The Manager, Staff Development and Training is responsible for providing a high quality, client focused and accountable staff development and training function by:
- managing the Staff Development and Training Unit
- providing an effective work skills training program for professional staff
- coordinating programs for management development and career development
- providing an internal consultancy service and customised training strategies for client departments.
Selection Criteria
Clear criteria which directly relate to the duties of the position should be included in the position description, as this makes selection fairer and easier. The criteria should be separated into 'essential' and 'desirable'. In addition to qualifications and skills, the experience and personal attributes necessary to work, learn and grow in the University environment, should be specified.
Excellent selection criteria provide the Selection Committee with a structure for the selection process, and an objective set of pre-established standards against which to rate applicants (rather than rating one against the other). They will also provide the applicant with an overview of the University's expectations and trends, the criteria to self select, and the opportunity to make the best possible application.
Essential criteria:
- provide a common standard for all applicants;
- provide a disciplined structure for assessing applicants;
- minimise the possibility of irrelevant matters being taken into account;
- remove the possibility that the committee members make assumptions or guess about candidates skills and abilities;
- minimise the possibility of University policy or Equal Opportunity legislation being contravened.
Desirable criteria:
- may not be defined as essential because of the fact that they could be acquired after appointment;
- would greatly help in performance of the job, but would not mean that the job could not be done if a person does not have them;
- may include organisational or industry knowledge;
- applicants meeting them in addition to the essential criteria would be highly-rated candidates for the position.
When listing the formal qualifications that are required to meet the basic requirements of the job the following definitions of qualifications may be useful:
- Year 12: Completion of Year 12 of Secondary School
- Trade Certificate: Completion of an apprenticeship, normally of four years duration, or equivalent recognition.
- Post-trade Certificate: A course of study over and above a trade certificate and less than an advanced certificate.
- Advanced Certificate: A two year part time post-Year 12 or post trade certificate course, or a four year part time course for
- those who have completed Year 10 only of secondary school.
- Certificate: A two year full time or four year part time course, without a Year 12 prerequisite.
- Associate Diploma: A two year full time or four year part time course with a Year 12 prerequisite.
- Degree: A recognised degree from a tertiary institution, often completed in three or four years, and sometimes combined with a
- one year diploma.
- Postgraduate Degree: A recognised postgraduate degree, over and above a degree as defined above. The above definitions also include equivalent recognised overseas qualifications.
Example
The position requires a knowledge and skill base which is gained by a relevant degree, and extensive professional experience and expertise in management of significant resources.
Special Requirements
List any special requirements of the position, eg. use of chemicals, veterinary precautions with animals, VDU screens, or the need for a drivers license, etc.
This information may be useful when the job is advertised.
Key Responsibilities of the Position
In this part of the document, six or seven key responsibilities are described. These responsibilities should reflect the main focus of the position, and the outcomes or results that each produces.
This is not an exhaustive list of duties. Just include the responsibilities that, if achieved will indicate that a good job has been done.
If the incumbent is not directly responsible for producing final results, describe how he or she contributes to results.
Key responsibilities should be written in such a way that the outcomes or results for which the incumbent is responsible are clearly identified, and distinguished from the outcomes to which the incumbent makes a contribution only. The two key verbs which help make this distinction are, "Ensure" and "Contribute".
When reviewing or documenting this section, ask the following questions:
- what are the main things that have to be produced or achieved?
- what is the position principally responsible for, and why?
- how does the position contribute to results?
- who are the customers - in the work unit /department, or outside it?
The following two examples demonstrate direct responsibility for a result, hence the verb, "ensure" is used.
- Ensure the effective operation of the work unit by planning, supervising and training staff, determining work priorities and by reviewing the performance of staff.
- Ensure that undergraduate students are informed of class timetables by printing and delivering a copy of the timetable to each student in the course.
The following example illustrates a key responsibility which is to make a significant contribution to a result, rather than being directly responsible for a result.
Contribute to the efficient operation of the departmental teaching laboratory by maintaining all technical equipment in good order, and by providing technical advice. This is the critical detail about a position. It is used in job advertisements, selection criteria, training, performance reviews and position reclassifications.
Example
Ensure the effective management of the Staff Development and Training unit by planning, managing and developing staff in the unit and by managing the relevant resources.
Contribute to an improved broad skills base in professional staff across the University by providing an effective work skills training program which is based on the needs of clients, best practice design and delivery and is evaluated for its effectiveness.
Contribute to the strategic development of the pool of middle managers by developing and coordinating learning activities such as:
- the management development program;
- secondment;
- travelling fellowship.
Contribute to the ability of client departments to meet changing organisational needs by providing effective customised training strategies and internal consultancy.
Environment Health and Safety
See Position Description Proforma.
Job Complexity, Skills and Knowledge
Level of supervision
Keeping the key responsibilities clearly in mind, the position as a whole is then described under each of these headings:
- level of supervision, independence
- problem solving, judgement
- organisational knowledge
- management of resources
- the breadth of the position
To what extent is the incumbent guided in their duties? Supervision may be close, routine, professional or broad.
Think about:
- what is the level of supervision required?
- how independent is the incumbent?
- what decisions are taken in relation to key responsibilities without referring to the supervisor?
- what decisions must be referred or recommended to the supervisor?
Example
Under broad direction, the incumbent operates as a member of a senior management team with corporate level responsibilities and performance is measured against achievement of strategic goals.
Problem solving and judgement
This is the process of defining the most appropriate course of action in circumstances where there are possible alternatives.
Think about:
- what are the common problems to be solved?
- what are the more complex problems the incumbent is expected to take responsibility for solving?
- what problems does the incumbent help others find solutions for?
- does the incumbent largely apply procedures, a body of technical knowledge or is he or she required to be innovative?
Describe examples.
Judgement is the requirement to make sound decisions, recognising the consequences and outcomes of decisions or actions taken (part of problem solving).
Is the incumbent required to exercise judgement?
What decisions does the incumbent make, for example?
Example
The incumbent provides best practice training solutions in a complex and changing organisation environment. Judgement and advice focus on the strategic needs of the organisation.
Professional and organisational knowledge
Think about:
- what level of knowledge and awareness of the section, the department and the University, its structure and functions are
- required?
- what body of technical or professional knowledge is required?
Give examples of how this knowledge is used.
Example
The position requires extensive professional knowledge which comes from professional qualifications and extensive professional experience in human resource management/development at the corporate level. The position also requires an extensive knowledge of the University, its structure, business and major systems.
Management of Resources
This is the requirement to effectively and efficiently apply resources (people, information, time, finance and equipment).
Think about:
- how many staff are supervised?
- to what extent does the incumbent determine the level of budget for the area?
- is the incumbent expected to recommend all or some budget items, new services etc.?
- is the incumbent accountable for authorising expenditure?
Give some examples.
Breadth of function
Think about:
- does this job cover a single task, or a range of tasks in a single function or a range of functions?
- is the impact of this position limited to the immediate work unit or does it have an impact on the department/faculty/University?
Example
The position manages a work unit which provides core services for client departments across the University.
The Organisation Unit
This item is professionally written by the supervisor.
It is a short description of the organisation unit within which the position is located, eg a department, a section or a work unit.
The description should be one or two paragraphs describing the professional function of the unit, and other related work units.
The information that it contains can be used in classification reviews, job design and job advertisements.
Example
The Department of Human Resources provides a range of strategic and operational services for the organisation and its staff including policy development, planning, training, internal consulting on change management, organisation reviews, workplace relations, personnel research, systems administration, payroll, superannuation, job evaluation, equal opportunity and affirmative action. Many of these services are delivered through a client services team structure.
The Organisation Chart
The organisation chart is professionally compiled by the supervisor.
It should show the direct reporting relationships up to two levels above and below this position. It should also show the relationship with other positions in the organisation unit.
Position titles and the classification level of each position should be marked against positions on the chart.
Whether the same organisation chart is used on all position descriptions in an organisation unit will depend on the number of positions in the unit. If there are many positions, slightly different perspectives of the chart may be shown on individual position descriptions, to reflect the location of each position.
The Budget Division
This item is professionally written by the supervisor and is standard for all descriptions of positions located within a budget division.
It is a short description of the budget division in which the work unit is located. Budget divisions are Faculties, the Library, the Office of the Vice-Chancellor, the Office for Research, the Academic and Corporate Services Division. The summary should also include the number, size and scope of organisational units which make up the budget division.
Its main use is to provide information for job applicants and others involved in selection processes.
Limit the description to about 100 - 150 words.
Example
The Academic and Corporate Services Division is the central University division responsible for the recruitment, welfare and services for students and staff and the administration of the University's finance, property and related services.
The Senior Vice-Principal formally heads the University Administration which is responsible for the recruitment, welfare and services for students and staff and management of the University's finance, information, legal, property and related services. The Administration comprises approximately 1100 staff who contribute advice and support for senior management, and the academic and external communities. The mission of the University Administration is to support the Melbourne Agenda by providing the University, its students and staff with world class infrastructure, services and administrative programs.