Job Descriptions: An Employers' Handbook

People • Partnerships • Knowledge
Workplace Skills
National Occupation Classification
Job Descriptions:
An Employers’ Handbook
How to write them — How to use them
WP-019-03-07E

---

We would like to thank Dr. Anil Verma, Professor of Human Resource Management, Rotman School of Management and
Centre for Industrial Relations, University of Toronto, for his advice and comments.
This publication is available in multiple formats (large print, audio cassette, Braille and diskette) in English and French.
Call 1 866 386-9624 (toll free) on a touch-tone phone.
You can order additional copies of this publication, indicating the departmental catalogue number HS4-33/2007, from:
Enquiries Centre
Human Resources and Social Development Canada
140 Promenade du Portage
Phase IV, Level 0
Gatineau, Quebec
K1A 0J9
Fax: (819) 953-7260
E-mail: publications@hrsdc-rhdcc.gc.ca
Cette publication est aussi disponible en français sous le titre «Descriptions de travail : Manuel à l’usage des employeurs »
© Her Majesty the Queen in Right of Canada 2007
Cat. No. : HS4-33/2007
ISBN: 978-0-662-49992-3

---

Table of Contents
JOB DESCRIPTIONS:
AN EMPLOYERS’ HANDBOOK
How to write them — How to use them

---

TABLE OF CONTENTS
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Chapter 1.
Creating job descriptions that fit your business needs . . . . . . . . . . 4
Chapter 2.
Using the job descriptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
A. Using job descriptions to evaluate employee performance . . . . . 8
B. Using job descriptions to identify your employees’
training needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
C. Using job descriptions to hire employees . . . . . . . . . . . . . . . . . 10
D. Using job descriptions to help establish pay rates between
two or more positions by comparing workloads and their value
to the organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Other Useful Internet Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Annex 1
How to use Canada’s National Occupational Classification (NOC)
search engine available over the Internet . . . . . . . . . . . . . . . . . . . . 14
Annex 2
Sample Templates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
2.1
Job Descriptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
2.2
Employee Evaluation Form . . . . . . . . . . . . . . . . . . . . . . . . . . .18
2.3
Job Ad Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
2.4
Establishing Relative Pay Rates . . . . . . . . . . . . . . . . . . . . . . .22
Frequently Asked Questions - FAQs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
2

---

INTRODUCTION
Written specifically for smaller organizations, this Handbook provides information on
one of the key aspects of human resources management: job descriptions.
This Handbook will explain how:
• To write job descriptions adapted to your business needs;
• The National Occupational Classification (NOC) can help you in writing them;
and
• To use the job descriptions for multiple HR-related tasks.
About the National Occupational Classification (NOC)
This Handbook is based on using the NOC as the basis for developing job
descriptions. Originally created to provide labour market analysts with a common
understanding of different jobs found in Canada’s world of work, the NOC is used
daily by professionals, including career and employment counsellors and human
resources specialists. Based on the analysis of the actual work performed by
Canadians and using words commonly found in Canada’s job market, the NOC,
as you will see, is a key tool in helping develop job descriptions adapted to your
business needs.
3

---

Chapter 1
CREATING JOB DESCRIPTIONS THAT FIT YOUR
BUSINESS NEEDS
In general, a job description includes the title, a description of the tasks performed,
and information on working conditions. It can also include any other attributes that
the employer requires for that position such as: education, knowledge, skills and
personality suitability.
Developing and keeping job descriptions up-to-date can benefit your organization
by:
•
providing a basis to evaluate employee performance;
•
identifying skill gaps, thereby increasing the effectiveness of training;
•
helping to ensure an effective and “thought-through” hiring process; and
•
assisting in comparing the duties for positions to better establish relative
pay rates.
How the National Occupational Classification (NOC) can help with
creating job descriptions
The job descriptions found in the NOC (www.hrsdc-rhdcc.gc.ca/noc) cover all
occupations found in the Canadian labour market and are based on research and
interviews with workers, employers and field specialists. An example is shown in
Figure A (on page 6). Annex 1 also provides you with information on how to use
the NOC search engine available over the Internet.
When creating job descriptions for your organization feel free:
•
To adapt the information found in the NOC using your own words to describe
the work performed by employees;
•
To combine information from different NOC descriptions to better identify the
job performed by your employees, especially if positions in your company have
tasks that span more than one occupation.
4

---

CREATING JOB DESCRIPTIONS THAT FIT YOUR BUSINESS NEEDS
Chapter 1
To clearly define the work performed by employees, job descriptions can also iden-
tify specific working conditions that are not listed in the NOC. Examples include:
•
health or safety hazards (e.g. working with dangerous material);
•
shift work or long hours (e.g. overtime);
•
working in unusual conditions (e.g. underground, isolated locations);
•
physical requirements (e.g. lifting, standing for long periods of time);
•
location (e.g. downtown or outside the city); and
•
frequent traveling.
In Annex 2, you will find a sample template for a job description (i.e. Template 2.1).
We encourage you to use it and, if need be, to modify it to meet your specific busi-
ness needs. Remember: job descriptions can be as flexible as
you want them to be.
With your detailed job descriptions in hand, you can, as we will see in the next
chapter, create additional tools to more efficiently manage your human resources.
5

---

Chapter 1 CREATING JOB DESCRIPTIONS THAT FIT YOUR BUSINESS NEEDS
Here is what an actual NOC job description looks like.
Figure A
NOC profile for Secretaries
1241
Secretaries (Except Legal and Medical)
Secretaries perform a variety of administrative duties in support of managerial and professional employers. They are
employed throughout the private and public sectors.
Example Titles
executive secretary (except Legal and Medical)
private secretary
secretary (except Legal and Medical)
technical secretary
>> View all titles
Main duties
Secretaries perform some or all of the following duties:
• Prepare, key in, edit and proofread correspondence, invoices, presentations, brochures, publications, reports
and related material from shorthand, machine dictation and handwritten copy using computers
• Open and distribute incoming regular and electronic mail and other material and co-ordinate the flow of
information internally and with other departments and organizations
• Schedule and confirm appointments and meetings of employer
• Order office supplies and maintain inventory
• Answer telephone and electronic enquiries and relay telephone calls and messages
• Set up and maintain manual and computerized information filing systems
• Determine and establish office procedures
• Greet visitors, ascertain nature of business and direct visitors to employer or appropriate person
• Record and prepare minutes of meetings
• Arrange travel schedules and make reservations
• May compile data, statistics and other information and may conduct research
• May organize conferences
• May supervise and train other staff in procedures and in use of current software.
Employment requirements
• Completion of secondary school is usually required.
• Completion of a one- or two-year college or other program for secretaries
or
Previous clerical experience is required.
Classified elsewhere
•
Court Recorders and Medical Transcriptionists (1244)
•
Executive Assistants (1222)
•
Legal Secretaries (1242)
•
Medical Secretaries (1243)
•
Office managers (in 1221 Administrative Officers)
Classification Structure - 1
6

---

CREATING JOB DESCRIPTIONS THAT FIT YOUR BUSINESS NEEDS
Chapter 1
Figure B shows an example of a typical job description for a secretary who also
works as an administrative assistant. Italicized information comes from the NOC
descriptions, while the non-italicized information was added to provide readers with
an example of a more practical job description for the position of Secretary.
Figure B
Work Description for Secretary
Date: February 3rd, 2006
Main functions:
Working at the corporate office, the Secretary supports the work of the owner and assists, when schedule and workload
permit, the Director of Production.
Reports to:
Owner
Duties:
The Secretary performs the following duties:
- Answer telephone and electronic enquiries and relay telephone calls and messages
- Greet visitors, ascertain nature of business and direct visitors to employer or appropriate person
- Schedule and confirm appointments and meetings of employer
- Open and distribute incoming regular and electronic mail and other material and co-ordinate the flow of information
internally and with other departments and organizations
- Open and administer regular and electronic mail for the owner and follow-up, when required, to ensure proper action
is taken on all incoming mail
- Prepare, key in, edit and proofread correspondence, invoices, presentations, brochures, publications, reports
and related material from shorthand, machine dictation and handwritten copy using computers
- Determine and establish office procedures
- Order office supplies and maintain inventory
- Arrange travel schedules and make reservations
- Perform any other duties related to the position of secretary, as directed by the owner and CEO and, when schedule
and workload permit, the Director of Production
Working conditions:
- Workweeks are 5 days, Monday to Friday, 8 hours per day, starting at 8:30 am in the morning
- The Secretary is entitled to one hour of paid time for lunch
- The Secretary is frequently exposed to noise and a regular flow of people around the office
- The Secretary is frequently assigned to changing priorities
- The Secretary may be required to work overtime, with paid compensation
Employment Requirements:
- Completion of secondary school is usually required.
- Completion of a one- or two-year college or other program for secretaries
- Five years of experience
- Proficient spoken and written English
- Punctual, meticulous and reliable
- Courteous manners with the public
7

---

Chapter 2
USING THE JOB DESCRIPTIONS
Building from Chapter 1, Creating Job Descriptions, this chapter will explain how
you can use the job descriptions as a tool to:
A. Evaluate employee performance;
B. Identify your employees’ training needs;
C. Hire employees; and
D. Help establish pay rates between two or more positions by comparing
factors such as responsibilities, workloads and the relative value to
the organization
We have included in Annex 2 a number of sample templates to use as a guide to
help you integrate some of these HR management activities in your organization.
A. Using job descriptions to evaluate employee performance
Creating detailed job descriptions can help in clearly communicating the work
objectives you want your employees to achieve. By evaluating your employees,
you can also more easily:
•
identify key performers for promotion or those ready for a new challenge within
the company;
•
provide supportive documentation to acknowledge employee contributions or
areas for improvement;
•
evaluate employee progress after training, and identify any remaining gaps; and
•
create a stronger bond between the organization and the employees, especially
if employees are invited to take part in setting their expected level of perfor-
mance and in rating the quality of their work.
Listed below is an example of steps to follow to illustrate how you can use your job
descriptions to evaluate your employees.
Step 1.
From the job description, list the duties you want to evaluate;
Step 2.
Describe the level of performance that is expected in ways that can be
measured (quality or quantity of work performed) for each of the duties;
Step 3.
Make the timing of evaluation clear: annual, monthly or other;
8

---