Descrições de trabalho descrevendo descrições de trabalho e exemplos, deveres descrições de cargo, responsabilidades de diretores Descrições de trabalho são geralmente essenciais para o gerenciamento de pessoas em organizações. Descrições de trabalho são necessárias para o recrutamento para que você e os candidatos podem entender o papel do trabalho. Descrições de trabalho são necessárias para a maioria das pessoas no trabalho. Uma descrição de trabalho define o papel de uma pessoa e sua responsabilidade. Sem uma descrição do trabalho, é geralmente muito difícil para uma pessoa se comprometer corretamente, ou ser responsabilizado por um papel. Isto é especialmente assim em grandes organizações. Como um empregado você pode ter ou ser dada a oportunidade de assumir a responsabilidade pela sua descrição do trabalho. Isso é bom. Permite que você esclareça expectativas com seu empregador e seu chefe. O processo de escrever descrições de trabalho é realmente muito fácil e direto. Muitas pessoas tendem a começar com uma lista de 20-30 tarefas, o que é bom como um começo, mas isso precisa de refinação para muito menos pontos, cerca de 8-12 é o ideal. As organizações menores geralmente exigem que o pessoal e os gerentes cobrem uma gama maior ou mais variada de responsabilidades do que em organizações maiores (por exemplo, o papel de gerente de escritório pode incluir recursos financeiros, RH, controle de ações, programação e outros deveres). Portanto, em organizações menores, as descrições de cargos podem conter necessariamente um maior número de responsabilidades listadas, talvez 15-16. No entanto, quaisquer que sejam as circunstâncias, o número de responsabilidades não deve exceder este, ou a descrição do trabalho torna-se pesado e ineficaz. Qualquer descrição do trabalho contendo 20-30 tarefas é realmente mais como uma parte de um manual operacional, que serve a um propósito diferente. As descrições de funções devem referir-se ao manual operacional, ou a procedimentos acordados, em vez de incluir o detalhe das tarefas na descrição do trabalho. Se você incluir o detalhe da tarefa em uma descrição do trabalho, você precisará alterá-la quando o detalhe da tarefa for alterado, como geralmente acontece. O que você preferiria mudar, 100 descrições de funções ou um manual operacional De forma semelhante, detalhes longos de procedimentos de saúde e segurança não deveriam ser incluídos em uma descrição de trabalho. Em vez de colocá-los em um manual de saúde e segurança e, em seguida, basta se referir a isso na descrição do trabalho. Novamente, quando seu procedimento de saúde e segurança mudar, você preferiria mudar 100 descrições de trabalho ou apenas um manual de saúde e segurança Um processo útil para refinar e escrever responsabilidades de tarefas em menos pontos e (responsabilidades do que tarefas individuais) é agrupar o Muitas tarefas individuais em áreas de responsabilidade principal, como a lista abaixo (nem todas serão aplicáveis a qualquer função). O tipo bold (realce) indica que estas áreas de responsabilidade normalmente caracterizariam na maioria das descrições de trabalho: O tipo bold (realce) indica que estas áreas de responsabilidade caracterizariam normalmente em a maioria de descrições de trabalho: comunicar (em relação a quem, o que, como - isto é aplicável a todo abaixo) E organizando (de que ..) gestão de informação ou apoio de administração geral (de que ..) monitorando e relatando (de que ..) avaliação e tomada de decisão (de que ..) orçamento financeiro e controle (de que ..) (O que ...) o controle de qualidade (para os papéis de produção normalmente uma responsabilidade separada caso contrário isso é geralmente incorporado dentro de outras responsabilidades relevantes) (do que ..) saúde e segurança (normalmente o mesmo ponto para todos As descrições de trabalho de um determinado grau de pessoal) usando equipamentos e sistemas (o que ..) criar e desenvolver as coisas (o que ..) auto-desenvolvimento (normalmente o mesmo ponto para todas as descrições de trabalho de um funcionário determinado grad E) mais quaisquer responsabilidades para outros funcionários, se for o caso, tipicamente: recrutamento (de pessoal de reporte direto) avaliação (direta) Desenvolvimento de política dever de cuidado e responsabilidade corporativa formulação de direção e estratégia Você vai achar que você pode agrupar a maioria das tarefas em sua lista (inicialmente muito longa) em uma lista de muito menos responsabilidades amplo (mas ainda específico) de acordo com os exemplos acima Das áreas típicas de atividade de descrição do trabalho. Obviamente, o nível de autoridade afeta a extensão da responsabilidade na descrição do trabalho para determinar a estratégia, a tomada de decisões, o gerenciamento de outras pessoas e para os papéis executivos, decidir a direção, a política eo desempenho corporativo. Sempre que possível, referir o detalhe de normas e processo para o seu manual operacional ou procedimentos acordados ou padrões acordados, em vez de permitir que a descrição do trabalho se torne uma espécie de manual de operação. Se seu chefe ou empregador está pedindo para você detalhar suas tarefas em comprimento em uma descrição de trabalho, encorajar a organização a colocar este nível de detalhe em um manual operacional - ele vai economizar muito tempo. Escrever ou reescrever uma descrição de trabalho é uma boa oportunidade para enquadrar o papel como você gosta dele, bem como refletir como é no momento, então tente pensar fora da maneira normal de pensar, e se isso é difícil procurar a Entrada de alguém que está menos perto das coisas. As descrições de trabalho são importantes Descrições de trabalho melhorar a capacidade de uma organização para gerenciar pessoas e papéis das seguintes maneiras: clarifica as expectativas do empregador para o empregado fornece a base de medir o desempenho do trabalho fornece uma descrição clara do papel para candidatos de emprego fornece uma estrutura e disciplina para a empresa entender e estruturar Todos os postos de trabalho e garantir que as atividades, deveres e responsabilidades necessários são cobertos por um trabalho ou outro fornece a continuidade dos parâmetros de função, independentemente da interpretação do gerente, permite que os sistemas de remuneração e classificação sejam estruturados de forma justa e logicamente previne a interpretação arbitrária do conteúdo da função e limite por empregado e empregador e Gerente ferramenta de referência essencial em questões de empregado disputa empregador essencial ferramenta de referência para questões de disciplina fornece pontos de referência importantes para áreas de treinamento e desenvolvimento fornece neutro e objetivo (em oposição a subjetiva ou arbitrária) pontos de referência para avaliações, revi desempenho Ews e aconselhamento permite a formulação de conjunto de habilidades e requisitos de conjunto de comportamento por função permite que a organização estruturar e gerenciar os papéis de forma uniforme, aumentando assim a eficiência e eficácia do recrutamento, treinamento e desenvolvimento, estrutura organizacional, fluxo de trabalho e atividades, atendimento ao cliente, etc. Permite que a visão factual (em oposição ao instintivo) seja tomada por funcionários e gerentes na progressão da carreira e planejamento de sucessão. (A lista não é exaustiva.) Aqui você vai encontrar estrutura de funções descrições e modelo e amostras de várias descrições de cargos. Também modelo e amostra de perfil de pessoa, necessário ao recrutar. Tenha muito cuidado para aderir ao emprego relevante uma lei de discriminação ao compilar descrições de cargos, anúncios de emprego e perfis de pessoa. No Reino Unido isso significa que você não deve especificar uma preferência de acordo com sexo, raça, credo, religião ou habilidade física. Se você está escrevendo uma descrição de trabalho com um viés em qualquer uma dessas áreas você deve perguntar-se por que, como nenhum pode ser justificado. No Reino Unido, os diretores de empresas têm responsabilidade pessoal pelas atividades de suas organizações além de suas responsabilidades funcionais e, sem dúvida, essa responsabilidade deve ser incluída de alguma forma em uma descrição de cargo de diretores. A clareza é vital. As pessoas e os empregadores precisam ter um acordo claro e mútuo sobre as expectativas para o trabalho, ea descrição do trabalho é um instrumento fundamental pelo qual isso é alcançado. Dito isto, as descrições de funções não são manuais de operação. Repito, mantenha as descrições de funções concisas e livres de instruções detalhadas de operação ou processamento. Se necessário, referir-se a estas é uma frase, como de acordo com os procedimentos da empresa, ou de acordo com o manual de operação manuais de segurança, etc Ao referenciar em vez de incluir padrões operacionais específicos ou processos, a dor de cabeça de atualizar todas as descrições de trabalho quando procedimentos mudança é evitado. Descrição do cargo Cargo Baseado em (Unidade de Negócios, Seção - se aplicável) Relatórios de posição para (Diretor de Linha, local e Gerente Funcional, local se estrutura de gerenciamento de matrizes) Resumo do Trabalho (idealmente uma frase) Principais Responsabilidades e Responsabilidades Ou 8-15 pontos numerados) DimensõesTerritoryScopeScale indicadores (as áreas a que as responsabilidades estendem ea escala de responsabilidades - pessoal, clientes, território, produtos, equipamento, instalações, etc.) Data e outras referências internas relevantes Para descrições de trabalho sênior é Útil para quebrar as principais responsabilidades em seções abrangendo áreas funcionais, gerenciais e organizacionais. A parte mais difícil é a seção Principais Responsabilidades e Responsabilidades. Grandes organizações têm versões genéricas para os papéis organizacionais mais comuns - por isso não re-inventar a roda se algo adequado já existe. Se você tem que criar uma descrição do trabalho a partir do zero, use este método para produzir as responsabilidades 8-15: Note para baixo de forma completamente aleatória todos os aspectos do trabalho. Pense em: processos, planejamento, execução, monitoramento, geração de relatórios, comunicação, gerenciamento de recursos humanos, atividades, dinâmicas, informações, entradas, horas, tempo de comunicação. Em seguida, combinar e desenvolver a coleção aleatória de idéias em um conjunto de responsabilidades-chave. (Uma posição junior não precisará de mais de 8. Um sénior pode precisar de 15.) Classifique-os grosso modo em ordem de importância. Ter alguém que sabe ou fez o trabalho bem verificar a sua lista e alterar, conforme apropriado. Verifique se tudo na lista é realmente importante e realizável. Não coloque metas em uma descrição de trabalho. Os alvos são uma saída em movimento sobre a qual você precisa de controle flexível. Não coloque deve atingir alvo de vendas em uma descrição do trabalho. Esta é uma saída pura e não descreve o trabalho. A descrição do trabalho deve descrever as atividades necessárias para garantir que o alvo será atingido. Não tem como uma das principais responsabilidades E qualquer outra coisa que o gerente quer. Não é justo, e ninguém está sempre comprometido com ou responsável por tal coisa. Exemplo de descrição de trabalho 1: Descrição do trabalho - SNP Co Ltd Title. Vendas e Marketing Executivo Relatórios para: Sales and Marketing Director, Newtown. Baseado em: Sparkly New Products Co Ltd, Casa de Tecnologia, Newtown. Planejar e realizar atividades diretas de marketing e vendas, de forma a manter e desenvolver as vendas de máquinas SNPs de máquinas ABC para grandes contas e especificadores do Reino Unido, de acordo com planos de negócios acordados. Principais responsabilidades e responsabilidades: Manter e desenvolver um cliente informatizado e banco de dados de perspectiva. Planejar e realizar atividades de marketing direto (principalmente mala direta) para orçamentos acordados, volumes de vendas, valores, mix de produtos e prazos. Desenvolver idéias e criar ofertas para mala direta e marketing para grandes contas pelo principal setor de mercado e produtos SNPs ABC. Responder e acompanhar as consultas de vendas por correio, telefone e visitas pessoais. Manter e desenvolver clientes existentes e novos por meio de suporte a conta individual planejada e ligação com pessoal interno de processamento de pedidos. Monitorar e relatar as atividades e fornecer informações relevantes sobre a gestão. Realizar pesquisas de mercado, pesquisas de concorrentes e clientes. Manter e informar sobre adequação de equipamentos e softwares para fins de marketing direto e de relatórios de vendas. Liaise e assistir a reuniões com outras funções da empresa necessárias para desempenhar funções e ajudar o desenvolvimento empresarial e organizacional. Gerenciar as atividades da agência de marketing externo de telemarketing e pesquisa. Participar de treinamento e desenvolver conhecimentos e habilidades relevantes. Indicadores de escala e de território: A gama de produtos principal de quatro máquinas ABC varia de preço entre 450 e 250 libras. Setores-alvo: Todas as principais organizações de múltiplos sites com mais de 1.000 funcionários. Prospect banco de dados c.10.000 sedes de grandes organizações. Base de clientes de c.150 grandes organizações. Valor típico da conta pound20-50k pa. Total de receita de receita pessoal potencialmente pound4.5m. Território: Reino Unido. (Data e referência) Mais responsabilidades típicas de descrição de trabalho estão listadas no final desta página. Se você está recrutando para preencher um papel que é importante para formular um perfil de pessoa para ajudar com o anúncio de emprego formulação perfil psicométrico shortlisting entrevistando pontos para avaliar e seleção final. Modelo de perfil de pessoa: Personalidade Situação Pessoal Habilidades de Trabalho Específicas Habilidades de Computação Alfabetização e Numeração Capacidade de Habilidade Comercial Um exemplo é mostrado aqui para o papel acima: perfil de pessoa de amostra Perfil de pessoa - Vendas e Marketing Executivo Personalidade: Auto-orientado, orientado a resultados Com um outlook positivo, e um foco desobstruído na alta qualidade e no lucro do negócio. Um planejador natural que avalia criticamente o desempenho próprio. Maduro, credível e confortável em lidar com altos executivos da empresa. Confiável, tolerante e determinado. Comunicador empático, capaz de ver as coisas do ponto de vista das outras pessoas. Bem apresentados e businesslike. Suficientemente móvel e flexível para viajar até alguns dias por mês no Reino Unido. Ansioso por novas experiências, responsabilidade e responsabilidade. Capaz de continuar com os outros e ser um jogador de equipe. Situação Pessoal: Deve ser madura e doméstica segura. Capaz de passar uma ou duas noites por mês sem perturbar a situação doméstica. Capaz de comutar confiável para base de escritório. Capaz de trabalhar horas estendidas em ocasiões quando necessário. Pode estar lutando financeiramente, mas não desesperado ou em dívida séria. Deve ter limpa ou limpa licença de condução. Habilidades específicas de trabalho: Capaz de se comunicar e motivar através de meios escritos. Compreende os princípios de custo-eficácia de marketing e publicidade, incluindo a segmentação do setor de mercado, o desenvolvimento da oferta de produtos, as funcionalidades-benefícios-soluções de venda, o custo por resposta, o custo por conversão, etc Aprecia a necessidade de consistência dentro branding da empresa e marketing mix, E da Internet. Experiência de gerenciamento de atividades de agência de marketing útil. Habilidades de informática: Deve ser adepto no uso do MS Office 2000 ou posterior, especialmente Excel e Word, e idealmente Access ou banco de dados semelhante ao nível básico, Internet e e-mail. Alfabetização e Numeração: Capaz de compreender cálculos de lucro e perda e financiamento básico de negócios, p. Margens brutas porcentagens e cálculos, depreciação, despesas de capital e receitas, cash-flow, despesas gerais, etc Deve ser um escritor muito competente de cartas de negócios, cotações e propostas. Habilidades de Negócios e Vendas. Deve ser um cara-a-cara excelente e comunicador de telefone. Capaz de demonstrar o sucesso e experiência de gestão de grandes contas clientes e grandes contratos ou até mesmo um negócio, particularmente alcançar o desenvolvimento de vendas genuíno. O fundo ideal estaria na experiência dos serviços de sustentação do negócio do banheiro e das indústrias de limpeza do contrato seriam particularmente úteis. A experiência dos concursos também seria útil. Capacidade de gestão: Embora a gestão de pessoal interno não é inicialmente parte do trabalho, a responsabilidade e oportunidade poderia crescer com o desenvolvimento do negócio, por exemplo, a perspectiva de recrutamento e gestão de pessoal de apoio de televendas. Algumas pessoas-habilidades de gestão, experiência e habilidade natural será útil. Dicas sobre como criar, introduzir e concordar descrições de trabalho Existem várias maneiras de abordar a necessidade de novas ou atualizadas descrições de cargos dentro de uma organização ou departamento, e esses métodos podem obter alguns outros benefícios úteis também. O método da oficina é particularmente eficaz e economiza tempo. As idéias são compartilhadas, os melhores formatos são aceitos ea alta gerência pode participar, orientar e aprovar. Esse processo para criar ou revisar descrições de cargos também é muito bom para criar um senso de apropriação de responsabilidades e responsabilidades e para esclarecer entendimento mútuo e expectativas. Em cascata um modelo vazio básico para baixo através da equipe, pedindo para cada membro da equipe para elaborar o que eles acreditam que existe lá JD, e para cada pessoa para acordar temporariamente JD com seu chefe de linha. Esses rascunhos voltam então ao centro para revisão, ajuste e re-edição. Também promove discussão útil e esclarecimento de expectativas entre os funcionários e seus gerentes de linha. Projetar provisório genérico formatos no centro - então cascata através da equipe através de gerentes de linha para commentagreement, entre os funcionários e gerentes de linha. Pontos gerais sobre como criar ou atualizar descrições de funções: Onde você tem um número de funções de trabalho semelhantes, tente limitar os tipos de descrição de trabalho principal para o menor número possível. Reflita as diferenças de trabalho nos níveis de autoridade, antiguidade e escala, etc., na seção de parâmetros da descrição do cargo principal. Encoraje os gerentes de linha a realizarem suas próprias reuniões de oficina para chegarem a melhores idéias e consenso compartilhados. Sua (s) associação (ões) comercial (is) pode (m) ser capaz de ajudar com algumas amostras genéricas de descrição do trabalho. Também vale a pena perguntar grandes organizações partnerscustomer se eles podem mostrar-lhe suas descrições de funções equivalentes, onde eles têm trabalhos semelhantes. Responsabilidades de diretores, responsabilidade corporativa e descrições de funções Indubitavelmente, existem alguns aspectos especiais de um papel de diretores de empresa que devem ser refletidos em descrições de trabalho além de funções funcionais normais ou tarefas de trabalho. Isso não é menos importante porque os diretores são pessoalmente responsáveis pelas atividades corporativas e, portanto, questões de ética, moralidade, legalidade, segurança, dever de cuidado, etc. são responsabilidade de todos os diretores, além de suas responsabilidades funcionais normais. Como você incorpora estes aspectos em descrições de cargos de diretores (e logicamente em avaliações de diretores também) é uma questão de interpretação e política. Uma frase de captura é uma opção, por exemplo: Executar as responsabilidades de um diretor de empresa de acordo com padrões legais e éticos, como referenciado em (qualquer documento de política e padrões de diretório que você pode usar). Andor com importância crescente, por exemplo: Defender, salvaguardar e promover os valores e a filosofia das organizações que se relacionam particularmente com a ética, integridade, responsabilidade corporativa (social), Comércio Justo, etc. usar). No entanto, nesta idade moderna, há uma crescente necessidade de as organizações serem mais específicas sobre o que tudo isso significa para os diretores. A maioria, senão todos, os grandes escândalos corporativos dos últimos tempos podem ser atribuídos de uma forma ou de outra aos diretores negligenciando ou desconhecendo suas responsabilidades por algumas das áreas menos óbvias, mas cruciais, de ética, integridade, moralidade e responsabilidade organizacional. Quando tais responsabilidades são claramente definidas e a avaliação do desempenho dos conselheiros em relação a elas é transparente, as organizações estão muito menos abertas a riscos de escândalo corporativo, fraude e outras catástrofes. Além disso, os funcionários e clientes estão cada vez mais conscientes e exigentes do desempenho das empresas nessas áreas não-financeiras humanidade e planeta, ea crescente visibilidade da cultura corporativa e comportamento, através do desenvolvimento de comunicações modernas e fenômenos como blogs, cresce a cada ano . Existem poucos segredos corporativos por mais tempo - quase todo mundo tem acesso a quase tudo. Logo não haverá segredos corporativos. Portanto, faz sentido para todas as organizações avaliar e melhorar sua própria posição em relação à responsabilidade corporativa, antes que o mundo em geral o faça por eles. As responsabilidades dos directores, a sua importância relativa e a sua forma, nas áreas não funcionais (ética, ambiente, pessoas, planeta, comunidade, etc.) reflectem naturalmente a filosofia empresarial da organização em causa e este é o mecanismo pelo qual a mudança e Melhoria. Em outras palavras, a organização precisa ter uma posição claramente definida (da qual deriva a cultura eo espírito - a filosofia - da corporação) que explica claramente a prioridade relativa dentro dos objetivos organizacionais de responsabilidade para com o pessoal, os clientes, os acionistas, a comunidade, o meio ambiente , Etc. e também o significado da moralidade e da ética dentro do ethos organizacional. Essas responsabilidades críticas não-funcionais da humanidade e do planeta decorrem da filosofia no topo da organização, e não do departamento de relações públicas. A Responsabilidade Corporativa (ou qualquer descrição que você queira usar) é um tema desafiador e fluido, cercado por muito debate, caracterizado por várias perspectivas convergentes, notadamente a Triple Bottom Line (Planeta de Pessoas Lucrativas), a ética ea integridade, a RSE - cada vez mais abreviado simplesmente para a Responsabilidade Corporativa), sustentabilidade, Comércio Justo, etc. A interpretação de tudo isto e a criação de uma plataforma viável para tudo dentro de uma organização é da responsabilidade do CEO (ou equivalente). Em uma organização institucional sem fins lucrativos, os curadores ou governadores acabariam por levar a lata por falhas graves. Em um clube, seriam os membros do comitê. O buck sempre pára em algum lugar, e se o seu com você, em seguida, verifique se suas responsabilidades e remit adequadamente refletem sua responsabilidade. Nas corporações convencionais orientadas para o lucro, a responsabilidade recai sobre os diretores, razão pela qual as descrições de cargos dos diretores precisam especificar essas responsabilidades - independentemente do quanto a organização (o CEO tipicamente) julgar apropriada. Os gerentes médios que tentam fazer sentido de tudo isso e se perguntando como aplicá-lo ao seu planejamento estratégico e tomada de decisão vai achar complicado preencher um vácuo nesta área que existe, o que muitas vezes é o caso. A filosofia corporativa padrão é geralmente o lucro sozinho, sem referência genuína a questões humanitárias e planetárias, que é, finalmente, uma receita para o desastre. Quanto maior a corporação e suas potenciais responsabilidades, então maior será o desastre quando e se ocorrer. Os produtos químicos, os cuidados de saúde, os transportes, o automóvel, os produtos farmacêuticos, os serviços financeiros, os géneros alimentícios e bebidas, a tecnologia de consumo e os produtos do tabaco são exemplos óbvios de indústrias de elevada responsabilidade, cada uma das quais resultou numa série de enormes debilidades empresariais nos últimos anos. Não será o último. Os directores (e, por conseguinte, os gestores e todos os outros funcionários) necessitam de um quadro de referência mais amplo e mais sutil do que apenas lucro, para capacitá-los e encorajá-los a planejar, dirigir, gerir e agir de uma forma mais inclusiva e filosoficamente aceitável do que simplesmente concentrar-se Lucros ou custos. Retorno dos acionistas (ou desempenho financeiro) é vital, é claro, mas nunca deve ser o único objetivo. No que diz respeito às questões mais simples (segurança, legal etc), no Reino Unido vários órgãos podem ajudar na determinação das responsabilidades dos diretores tradicionais. O Instituto de Diretores apresenta diretrizes específicas sobre as responsabilidades dos diretores (iod). Outras fontes possíveis de contribuição de diferentes perspectivas: ACAS - Serviço de Assessoria, Conciliação e Arbitragem (acas. co. uk), agências governamentais e seus sites (por exemplo, gov. uk). Eu menciono estes porque eles fornecem um certo nível de conselhos gratuitos. Se você é novo no RH ou no papel de pessoal, verifique se sua organização (ou, por exemplo, sua empresa-mãe) tem sócios corporativos para IOD, CIPD, etc. ou retém os serviços de uma consultoria especializada em consultoria de emprego. Você precisará de ajuda para interpretar uma resposta adequada a esses novos desafios, tanto para persuadir pessoas idosas de que estas são questões importantes, não apenas uma coisa PR ou tendência passageira, e também na formulação de uma abordagem viável e relevante para tudo. No que diz respeito à responsabilidade empresarial num sentido mais verdadeiro (pessoas, planeta, ética, etc.), as normas e os termos de referência são ainda fluidos - é difícil medir o benefício destas coisas, pelo que estão a ser aceites e adoptadas há muito tempo ( Como a abolição da escravidão, votos por mulheres, etc.). Mas isso não significa que você não pode assumir a liderança e formular seus próprios padrões. As organizações que procuram ser pioneiras em normas e práticas éticas e humanitárias serão cada vez mais os fornecedores e os empregadores de escolha para todas as pessoas com a mentalidade certa. As organizações que não abordam essas questões vitais de ética, humanidade, responsabilidade social e ambiental, etc., e que não refletem essas responsabilidades dentro das responsabilidades dos diretores (e, portanto, de todos os outros funcionários) estão assumindo grandes riscos, enquanto as organizações que abraçam e Adotar esses valores de ordem superior quase inevitavelmente criará para si um futuro mais sustentável. Amostras de descrição do trabalho Aqui estão algumas responsabilidades típicas de descrição do trabalho para outras funções. Observe que essas listas de responsabilidades não constituem descrições de cargos completas, você precisa incluir responsabilidades adicionais para refletir a situação de sua própria organização e, em seguida, adicionar os outros elementos de descrição de cargo detalhados acima, ou seja, os relatórios para, . Eu recomendo sempre fortemente para construir suas próprias descrições de trabalho devido à necessidade de ter algo que se adequa adequadamente às suas próprias necessidades. Os cargos são terrivelmente vagos - especialmente papéis relacionados ao serviço ao cliente, e qualquer papel com interfaces em toda a organização e / ou externamente - as funções e descrições significam coisas diferentes para diferentes empresas, e é tão fácil fazer suposições erradas usando alguém padrões elses. Comece por pensar sobre o que você realmente quer o papel a fazer para a sua organização, não o que o papel pode fazer para outras empresas. Descrição típica do trabalho deveres exemplos importação e exportação administratormanager - deveres típicos da descrição do trabalho O gerente ou o trabalho do administrador de importexport é potencialmente um vasto que cobre uma escala larga das responsabilidades. Além disso, a descrição das funções do gerente de administração de importação varia consideravelmente de acordo com o país, leis e procedimentos locais de importação e o papel necessário dentro da organização, no qual o papel pode ter ênfase em qualquer ou todos os seguintes aspectos: vendas, compras, Legal, administração. Há muito muitos deveres aqui para uma única descrição do trabalho escolher os deveres dos exemplos abaixo para criar uma descrição de trabalho que se adapte a sua própria situação. Gerenciar a movimentação de materiais de equipamentos de produtos dentro e fora do país, de acordo com a política e procedimento organizacional, e para cumprir com as leis e processos locais, nacionais e internacionais relevantes. Gerencie a documentação necessária e os formulários on-line para a execução eficiente, econômica e legal de todas as atividades de importexport. Manter e compartilhar com os colegas, conforme apropriado, o conhecimento pessoal de todas as licenças e restrições de importação e exportação de direitos e procedimentos pertinentes. Gerenciar processos financeiros e de moeda e transações de acordo com a política e lei, e para otimizar a relação custo-eficácia das atividades. Comunicar-se com as autoridades de exportação e importação e relacionadas, e clientes e fornecedores, em todos os territórios e países relevantes, conforme necessário para assegurar relações, apoio e atividades eficientes, positivas e legais. Antecipar, pesquisar e informar sobre mudanças futuras nas leis de importação e em práticas locais relevantes e assegurar que esse conhecimento seja levado em conta no planejamento da estratégia, recursos e procedimentos próprios dos departamentos. Planejar e implementar a estratégia e atividades de importexport consistentes com os objetivos gerais e os requisitos da organização. Gerir toda a equipe de relatórios para o cargo de modo a efetivamente recrutar, treinar, avaliar, motivar, delegar e monitorar suas atividades. Liaise com outros departamentos, a fim de estabelecer e manter atividades efetivas e relevantes de exportação e apoio em relação às organizações de vendas, compras, gestão de materiais, produção e funções operacionais globais. Aderir às leis e políticas locais e externas relevantes em matéria de saúde e segurança. Use julgamento pessoal e iniciativa para desenvolver soluções efetivas e construtivas para desafios e obstáculos na atividade e nos procedimentos de importação. Monitorar, registrar, analisar e relatar atividades, tendências, resultados e recomendações relacionadas às atividades de importação. Manejar as atividades de controle de estoque, armazenagem e distribuição influenciadas ou dependentes de atividades de importação. Gerir e manter disposições de seguro eficazes e legais relativas às actividades de importação. Manter a capacidade pessoal e o uso apropriado de todas as TIC relevantes (Tecnologia de Informação e Tecnologia de Comunicações) e outros sistemas dentro da função importexport. Preparar e apresentar a administração relevante de forma oportuna e precisa, por exemplo: agendas de expedição cartas de crédito documentos ECGD mecanismos de controle de crédito declarações de licenças embalagem, roteamento, transporte e documentação de segurança. Investigar, planejar e implementar métodos de transporte estrategicamente eficazes e relevantes, que atendam de forma ótima as necessidades da organização e seus fornecedores e clientes. Planejar e gerenciar vendas no exterior através de distribuidores e outros pontos de venda relevantes. Planejar e gerenciar a conversão efetiva e necessária de interpretações de pesos, tamanhos, valores e padrões de qualidade entre sistemas e territórios importadores e exportadores. Gerir as questões e actividades de tradução de línguas e comunicações, conforme necessário, para permitir relações eficazes, distribuição e integração de material importado, produto, equipamento dentro da cadeia de abastecimento do importador e exportador (por exemplo, instruções de manuseamento, manuais de operação, formação de produtos, etc.). Negociar contratos para compra de vendas e gerenciar renovação, revisar contratos conforme necessário para permitir negociação eficaz, operações e relações com clientes. Desenvolvimento de negócios managerexecutivedirector - deveres de descrição de trabalho típico O título de trabalho de desenvolvimento de negócios pode significar várias coisas. Algumas organizações referem-se a empregos de vendas e gerenciamento de contas como desenvolvimento de negócios, caso em que referem-se à descrição de funções do gerente de conta abaixo. A descrição do trabalho de desenvolvimento de negócios - e especialmente a extensão da responsabilidade estratégica e de autoridade - depende de quem o papel deve ser relatado e da escala e complexidade do negócio (mercados, produtos, serviços, território etc.). This is an example of typical responsibilities of a senior business development role, or business development director: Market and technology research Formulation of strategy Distribution channel analysis and development New product development planning and management Technology transfer, licensing, partnerships assessment and development Marketing and advertising and promotion planning Sales organisation planning and development Importexport development Business planning Launch and implementation If the business development job has direct-reporting staff then the above would tend to be managed via others, and the role would include people-management, recruitment, motivation, training and development staffing responsibilities Appropriate Administration, budgeting, monitoring, reporting, communication and liaison. Health and safety adherence Self-development and continuing personal development (If formal director) Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). account managersales person - typical job description duties The account manager or sales-person job has many variations. These are the typical responsibilities of a modern office-based or field-based salesperson. This list is probably too long for a normal job description - it includes similar variations of individual responsibilities which you can select as appropriate. Plan and prioritise personal sales activities and customerprospect contact towards achieving agreed business aims, including costs and sales - especially managing personal time and productivity. Plan and manage personal business portfolioterritorybusiness according to an agreed market development strategy. Manage productservice mix, pricing and margins according to agreed aims. Maintain and develop existing and new customers through appropriate propositions and ethical sales methods, and relevant internal liaison, to optimise quality of service, business growth, and customer and satisfaction. Use customer and prospect contact activities tools and systems, and update relevant information held in these systems. Plancarry outsupport local marketing activities to agreed budgets and timescales, and integrate personal sales efforts with other organized marketing activities, e. g. product launches, promotions, advertising, exhibitions and telemarketing. Respond to and follow up sales enquiries using appropriate methods. Monitor and report on market and competitor activities and provide relevant reports and information. Record, analyse, report and administer according to systems and requirements. Communicate, liaise, and negotiate internally and externally using appropriate methods to facilitate the development of profitable business and sustainable relationships. Attend and present at external customer meetings and internal meetings with other company functions necessary to perform duties and aid business development. Attend training and to develop relevant knowledge, techniques and skills. Adhere to health and safety policy, and other requirements relating to care of equipment. administrative assistant - typical job description duties An administrative assistant job description varies according to the role and organization. Use this outline as a basis to create a job description that is relevant to your own situation. Type and word-process various documents and electronic information. Create financial and statistical tools and reports using spreadsheets. Manage, organise, and update relevant data using database applications. Communicate and provide information by relevant methods internally and externally to assist and enable organizational operations and effective service to connecting groups. Analyse and interpret financial statistics and other data and produce relevant reports. Interpret instructions and issues arising, and then implement actions according to administrative policies and procedures. Research and investigate information to enable strategic decision-making by others. Arrange and participate in meetings, conferences, and project team activities. Approve decisions, requests, expenditure and recommendations on behalf of senior people in their absence, according to agreed guidelines and policies. Adhere to stated policies and procedures relating to health and safety, and quality management. Adhere to procedures relating to the proper use and care of equipment and materials for which the role has responsibility. switchboard operatorreceptionist - typical job description duties Job purpose outline (example): The primary objective of the Switchboard Operator is to answer a multi-line switchboard quickly (ideally within 3 ring cycles) and direct calls to their destination without delay. Greeting customers, answering questions, announcing calls or providing directions are secondary objectives. The key to the role is in always providing the primary objective whilst delivering the secondary objectives wherever possible but always in such a way that positively affects the customers perception or callvisit experience. Outline duties: Answer a high volume of calls and maintain a rapid response rate according to agreed standards. Log information on calls received, where required and maintain detailed and accurate records. Maintain and update continuously, by local knowledge and by local means, a log of the availability of staff likely to receive inbound calls. File data and perform other routine clerical tasks as assigned and for other departments as needed. Order and maintain relevant office supplies for effectiveness of personal duties. Operate a variety of standard office machines, including a personal computer and a variety of computer software, phone, fax, calculator, shredding machine and photocopy machine. Communicate and liaise verbally and in writing between customerssuppliersvisitorsenquirers and relevant staff, and interpret and respond clearly and effectively to spoken requests over the phone or in person, and to verbal or written instructions. Establish and maintain effective working relationships with co-workers, supervisors and the general public. Perform reception duties in and efficient, professional and courteous manner. Maintain regular consistent and professional attendance, punctuality, personal appearance, and adherence to relevant health amp safety procedures. Pursue personal development of skills and knowledge necessary for the effective performance of the role. health and safety managerdirector - typical job description duties Adjust and refine these core responsibilities for the health and safety function to fit your organization context and the authority of the role. These responsibilities typically reflect a directors responsibilities and so need developing into more specific duties to form a relevant health and safety managers job description relevant to your own situation. Establish, manage and monitor standards, processes, communications, training and systems to ensure: Existence and awareness of a suitable and relevant health and safety policy. A safe workplace without risk to health. Safe plant and machinery, and safe movement, storage and use of articles and substances. Adequate provision of first-aid and welfare facilities and support. Provision of suitable and current information and supervision concerning health and safety policies and practices. Proper and timely assessment of risks to health and safety, and implementation of measures and arrangements identified as necessary from the assessments. Provision of emergency procedures, first-aid facilities, safety signs, relevant protective clothing and equipment, and incident reporting to the relevant authorities. Liaison as necessary with other organizations and relevant authorities, and assistance and cooperation concerning audits and remedial actions. The workplace satisfies health, safety and welfare requirements for ventilation, temperature, lighting, sanitary, washing and rest facilities. Prevention and precautions against, or adequate control of, exposure to hazardous substances, and danger from flammable, explosive, electrical, noise, radiation and manual handling risks. Surveillance and reporting on health and safety practices and systems. Recruitment, selection, management and development of health and safety direct-reporting staff. (If formal director) Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). shop or retailwholesale store manager - typical job description duties Depends on the level of commercial and managerial authority and responsibility, but could include potentially these points: Manage and motivate staff, recruit staff, train and develop staff, according to company policies and employment laws, and ensure relevant HR procedures are followed (appraisals, discipline, grievance, etc). Plan, forecast, report on sales, costs and business performance, according to company requirements. Plan and implement advertising and promotional strategy and activities. Manage cash and payment systems in accordance with company procedures and policies, at all times with staff and customer safety as the uppermost priority. Plan and implement shop merchandising, layout and customer traffic flow so as to maximise sales, customer satisfaction, appearance, image and ergonomics for customers. Manage selling and customer service activities and staff competence in these areas, so as to optimise and sustain sales performance, profitability and customer satisfaction. Manage costs and overheads, and all factors affecting the profitable performance of the shop. Liaise with external agencies and authorities as necessary (advertising, PR, recruitment, training, fire services, police, local council, health and safety inspectors, etc). Liaise with and utilise support from suppliers, merchandisers and other partners as required. Manage, maintain and report as necessary all merchandise and non-merchandise stock. Manage upkeep and condition of all equipment, fixtures and fabric of shop premises. Manage health and safety, security, and emergency systems, capabilities and staff and customer awareness, according to company policy and relevant law. Seek and continuously develop knowledge and information about competitor activity, pricing and tactics, and communicate this to relevant departments in the Company. Manage and maintain effectiveness of IT and other essential in-store systems. Attend meetings and contribute to company strategy and policy-making as required. Develop personal skills and capability through on-going training, as provided by the company or elsewhere subject to Company approval. organisational development manager - typical job description duties Plan, develop and implement strategy for organisational development (covering particular areas relevant to the organisations structure, market etc) Establish and maintain appropriate systems for measuring necessary aspects of organisational performance Monitor, measure and report on organisational development plans and achievements within agreed formats and timescales Manage and develop direct reporting staff Manage and control departmental expenditure within agreed budgets Liaise with other functionaldepartmental managers so as to understand all necessary aspects of organisational development, and to ensure they are fully informed of organisational development objectives, purposes and achievements Maintain awareness and knowledge of contemporary organisational development theory and methods and provide suitable interpretation to directors, managers and staff within the organisation Ensure activities meet with and inte grate with organisational requirements for quality management, health and safety, legal stipulations, environmental policies and general duty of care trainertraining manager - typical job description responsibilities Plan departmentalfunctional training budgets, forecast costs and delegate numbers as required by organisational planning and budgeting systems. Assess relevant training needs for staff individuals and organisation, in consultation with departmental heads, including assessment methods and measurement systems entailed. Stay informed as to relevant skill and qualifications levels required by staff for effective performance, and circulate requirements and relevant information to the organisation as appropriate. Produce organisational strategy and plans to meet training and development needs, and manage training delivery, measurement and follow-up as necessary. Design training courses and programmes necessary to meet training needs, or manage this activity via external provider(s). Identify, select and manage external training and accreditation bodies, agencies and providers necessary to deliver required training to appropriate standards. Organise training venues, logistics, transport, accommodation as required to achieve efficient training attendance and delivery. Plan and deliver training courses personally where necessary to augment that provided externally or internally by others. Arrange for the maintenance of all necessary equipment and materials relating to the effective delivery and measurement of training. Recruit, manage and develop direct-reporting staff (if applicable). Ensure all training activities and materials meet with relevant organisational and statutory policies, including health and safety, employment and equality laws. Monitor and report on activities, costs, performance, etc, as required. Develop self, and maintain knowledge in relevant field at all times. training and development manager - typical job description duties Plan, develop and implement strategy for staff training and development, establish and maintain appropriate systems for measuring necessary aspects of staff training and development Monitor, measure and report on staff training and development plans and achievements within agreed formats and timescales Manage and develop direct reporting staff Manage and control departmental expenditure within agreed budgets Liaise with other functionaldepartmental managers so as to understand all necessary aspects and needs of staff training and development, and to ensure they are fully informed of staff training and development objectives, purposes and achievements Maintain awareness and knowledge of contemporary staff training and development theory and methods and provide suitable interpretation to directors, managers and staff within the organisation Ensure activities meet with and integrate with organisational requirements for quali ty management, health and safety, legal stipulations, environmental policies and general duty of care HR (human resources) head or director - typical job description duties Plan, develop and implement strategy for HR management and development (including recruitment and selection policypractices, discipline, grievance, counselling, pay and conditions, contracts, training and development, succession planning, morale and motivation, culture and attitudinal development, performance appraisals and quality management issues - add others if relevant) Establish and maintain appropriate systems for measuring necessary aspects of HR development Monitor, measure and report on HR issues, opportunities and development plans and achievements within agreed formats and timescales Manage and develop direct reporting staff Manage and control departmental expenditure within agreed budgets Liaise with other functionaldepartmental managers so as to understand all necessary aspects and needs of HR developm ent, and to ensure they are fully informed of HR objectives, purposes and achievements Maintain awareness and knowledge of contemporary HR development theory and methods and provide suitable interpretation to directors, managers and staff within the organisation Contribute to the evaluation and development of HR strategy and performance in cooperation with the executive team Ensure activities meet with and integrate with organisational requirements for quality management, health and safety, legal stipulations, environmental policies and general duty of care. (If formal director) Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). sales and marketing director - typical job description duties The position reports to the CEOMDGeneral Manager. The purpose of the role is to plan and implement sales and marketing activities in order to meet company targets for retention growth and profitability, and to contribute, as a board member, to the executive management of the company. Plan and implement marketing strategy, including advertising and PR. Plan and implement sales and customer retention and development. Plan and manage sales an marketing resources according to agreed budgets. Contribute to formulation of policy and strategy as a board member. Recruit, manage, train and motivate direct reporting staff according to company procedures, policy and employment law. Maintain administration and relevant reporting and planning systems. Manage relevant reporting of management and financial information for the sales and marketing departments. Select and manage external agencies. Manage RampD and NPD and new business development. Maintain and develop corporate image and reputation, and protect and develop the companys brands via suitable PR activities and intellectual property management. Plan and manage internal communications and awareness of corporate direction, mission, aims and activities (If formal director) Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). quality managerdirector - typical job description duties Develop and implement quality management strategy and plans, including resource, systems, timescales, financials, to support, contribute to, and integrate within, the organisations annual business plan and long term strategy. Develop and maintain systems to establish standards relating to activities and products. Develop and maintain systems to measure performance against established standards. Monitor performance (in relevant areas) according to agreed standards and take necessary action to communicateadviseassist according to performance levels. Monitor and informcommunicateapply standards createdmaintained by external bodies, and integrate within internal quality management systems. Establish and implement necessary communication strategy for the improvement and awareness of quality issues across all departments. Plan and manage departmental activities in accordance with agreed budgets and timescales. Report as necessary on changes in standards (internally and externally initiated) and on performance against standards. Liaise and co-operate with quality management and standards bodies (e. g. BSI, Government Departments, HSE, etc) Manage staff according to company standards (appraisals, discipline, training, development, etc). Manage departmental performance against agreed targets and budgets, and within policies and standards. Liaise with customers and suppliers where necessary (where impactingaffected by quality issues) Contribute to executive policy and strategy. (If formal director) Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). finance director (fd) or chief financial officer (cfo) - typical job description duties This roles responsibilities and authority level depends on what your company is and requires, and, if the role covers statutory administration and reporting, elements of the the role also depend on your countrys company laws (reporting, shareholders, tax, dividends, etc). Business and financial strategy and planning, monitoring, management and reporting, including management and development of policies, systems, processes and personnel involved. Reporting and accounting as per regulatory an legal requirements including taxation, dividends, annual report and accounts. Management of strategy for and liaison with stock market, business press and business analysts community. Financial staff management, motivation, training, recruitment and selection. Contributing to strategic planning and development as a member of executive team, and probably keeping and distributing notes and records, reports to executive and management team. Other areas of potential responsibility: company insurance, importexport administration, licencing, contracts and agreements, legal areas and activities, corporate level negotiations (eg premises, plant, trading, acquisitions and divestments, disposals), major suppliercustomerpartner relationships, regulatory bodies relationships and strategies, approvals and accreditations. Can also include IT responsibilities, especially if there is not an IT director. Can also include environmental responsibilities, if the environmental functionmanager reports to CFO. Can also include quality assurance responsibilities, if the QA functionmanager reports to CFO. Can also include health and safety responsibilities, if the HampS functionmanager reports to CFO. Would also include Company Secretary responsibilities if there is not a separate Co Sec (eg statutory company administration responsibilities depending on relevant legal requirements). (If formal director) Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). chief operating officer or operations director - typical job description duties Plan, develop and implement strategy for operational management and development so as to meet agreed organisational performance plans within agreed budgets and timescales (covering relevant areas of operation - eg manufacturing, distribution, administration, whatever falls within remit according to organisations structure) Establish and maintain appropriate systems for measuring necessary aspects of operational management and development Monitor, measure and report on operational issues, opportunities and development plans and achievements within agreed formats and timescales Manage and develop direct reporting staff Manage and control departmental expenditure within agreed budgets Liaise with other functionaldepartmental managers so as to understand all necessary aspects and needs of operational development, and to ensure they are fully informed of operational objectives, purposes and achievements Maintain awareness and knowledge of contemporary operational development theory and methods and provide suitable interpretation to directors, managers and staff within the organisation Contribute to the evaluation and development of operational strategy and performance in co-optation with the executive team Ensure activities meet with and integrate with organisational requirements for quality management, health and safety, legal stipulations, environmental policies and general duty of care. (If formal director) Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). purchasingbuying managerexecutive - typical job description duties The following areas of responsibility are potentially included in purchasingbuying function. How you form these into purchasing and buying job descriptions depends on the scope of your purchasing departments responsibility your purchasing departments interface with other departments how your purchasing roles are to operate, and the job(s) autonomy, authority and reporting levels: Purchasing policy and planning Departmental staff recruitment, development, training and management Purchasing project prioritisation and management Managing purchasing information and systems, and purchasing services IT Managing purchasing staff managing suppliers, relationships, SLAs (service level agreements) Setting (if no QA function), monitoring and managing quality and QA systems Effective proactive liaison with other departments as necessary to forecast, plan to meet, and to supply demand to relevant quality Effective proactive liaison with other departments re operating, resourcing, services as necessary, eg IT Negotiating and administration of purchasing contracts Make or buy policy analysis and decisions Rent or buy policy evaluation and decisionrecommendation Cost saving budgeting and targeting Setting and planning how to achieve supplier accreditation and service level management Administration and reporting as necessary Accounting evaluation and financial justification inc capital v revenue Outsourcing strategydevelopmentmanagement Payment terms negotiation, optimisation and management Stock and materials management Warehousing, distribution, shipping management (if applicable, or effective liaison with these functionsdepartments) Packaging and transport regulatory awareness, compliance and information communication Health and safety compliance International trading issuesimportslegal, awareness and management (If formal director) Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). chief executive officer (ceo) or managing director - typical job description duties Identify, develop and direct the implementation of business strategy (depending on the situation some criteria may already exist or be established by the organisations chairman, owner(s)shareholders) Plan and direct the organisations activities to achieve statedagreed targets and standards for financial and trading performance, quality, culture and legislative adherence Recruit, select and develop executive team members Direct functions and performance via the executive team Maintain and develop organisational culture, values and reputation in its markets and with all staff, customers, suppliers, partners and regulatoryofficial bodies Report to shareholdersparent board on organisational plans and performance Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). chairmanchairperson - typical job description duties (The chairman is appointed by and reports to the board of directors.) Preside over board or executive committee Supply vision and imagination at the highest level (normally working closely with the MD or CEO) Take chair at general meetings, within which: to ensure orderly conduct fair and appropriate opportunity for all to contribute suitable time allocation per item determining order of agenda directing discussion towards consensus clarifying and summing up actions and policies Act as the organisations representative in its dealings with the outside world Play a leading part in determining composition of board and sub-committees, so as to achieve harmony and effectiveness Take decisions as delegated by the board and where required chair board meetings. Execute the responsibilities of a company director according to lawful and ethical standards, as referenced in. (whatever director policy and standards document you might use). writing job descriptions - summary guidelines A good job description must be a brief concise document - not lots of detail of how each individual task is done, which should be in an operational manual, which can of course then be referenced by very many different job descriptions, saving lots of time, especially when operational details change, as they inevitably do. A job description is in essence a list of 8-15 short sentences or points which cover the main responsibilities of the role, not the detailed processes. Follow the job description structure and guidelines on this webpage - dont get side-tracked or persuaded into writing an operational manual . Detailed tasks belong in an operational manual, not a job description. If your boss or organisation thinks your job description should contain the detail of how you do your job, then encourage himheryour organisation to produce an operational manual instead, and explain the logic and time-saving benefits that are shown on this page. Use the job description structure on this webpage as a template into which you should put your main 8-15 responsibilities. If you need to re-write job descriptions (or your own job description) then structure it in terms of main responsibilities - not the detail. If you wish, or if helpful to arrive at your main responsibilities, you can list the detail of your job tasks elsewhere, as this effectively represents a section in an operations manual - which shows the detail of how the job is done. You can use use the detail to indicate (to yourself) the main responsibilities, but for the job description you must summarise the detail into broad descriptions, for example: All the detail concerned with, for instance invoicing, could be covered by: manage and report on all invoicing activities using agreed systems and processes (as defined in the operational manual). All the detailed process concerned with, say cash management, could be included in manage movement, security and accounting of cash in accordance with agreed processes and standards (as defined in the operating manual). See what I mean Try to identify the main activities by type, not the detail. Where appropriate refer to where the detail is held (for example the operational manual, safety manual, or say agreed proceduresstandards) - do not attempt to include the detail in the job description. It might help to see things in terms of the main types of activities (rather than your specific task detail), as listed at the top of the webpage and listed here again: Bold type indicates that these responsibility areas would normally feature in most job descriptions: communicating (in relation to whom, what, how - and this is applicable to all below) planning and organizing (of what..) managing information or general administration support (of what..) monitoring and reporting (of what..) evaluating and decision-making (of what..) financial budgeting and control (of what..) producing things (what..) maintainingrepairing things (what..) quality control (for production roles normally a separate responsibility otherwise this is generally incorporated within other relevant responsibilities) (of what..) health and safety (normally the same point for all job descriptions of a given staff grade) using equipment and systems (what..) creating and developing things (what..) self-development (no rmally the same point for all job descriptions of a given staff grade) plus any responsibilities for other staff if applicable, typically: recruiting (of direct-reporting staff) assessing (direct-reporting staff) training (direct-reporting staff) managing (direct-reporting staff) Senior roles will include more executive aspects: developing policy duty of care and corporate responsibility formulation of direction and strategy You will find that you can cluster most of the tasks on your (initially very long) list into a list of far fewer broad (but still specific) responsibilities according to the above examples of typical job description activity areas. The tendency when having to create or re-write job descriptions is to under-estimate the strategic nature of the role and responsibilities, and to be too detailed. If writing your own job description, especially if you perform a wide range of responsibilities in a small company, then try to be bold in the way you describe what you do - use the sort of terminology that is found in senior-level job descriptions - it is likely that you could have a similar type of strategic responsibility without realising it or being recognised for it. Doing this will help you and others to recognise, formalise and acknowledge the importance of what you do, and therefore your value to the organisation. It will also suggest several ways in which you could grow and to develop (into) the functions involved, and also indicate ways that the responsibilities activities can be developed, whether you do them or not, although you may be surprised at the high level of your own influence to drive and decide these decisions. Empowerment is often what you make it. authorshipreferencingRob doubled conversion Get more done with freelancers Work with someone perfect for your team Web developers FRONT-END DEVELOPERS BACK-END DEVELOPERS SOFTWARE PROGRAMMERS and more. Mobile developers I OS APP DEVELOPERS ANDROID DEVELOPERS UIUX DESIGNERS and more. Designers amp Creatives GRAPHIC DESIGNERS UIUX DESIGNERS MOTION GRAPHICS EXPERTS and more. Writers BLOG WRITERS CONTENT WRITERS COPYWRITERS and more. Virtual assistants PERSONAL ASSISTANTS TRANSCRIPTIONISTS WEB RESEARCHERS and more. Customer service agents PHONE SUPPORT SPECIALISTS EMAIL SUPPORT EXPERTS LIVE CHAT SUPPORT PROS and more. Sales amp marketing experts SEO SPECIALISTS EMAIL AUTOMATORS MARKETING EXPERTS and more. Accountants amp consultants TAX ACCOUNTANTS BOOKKEEPERS FINANCIAL MODELERS and more. See All CategoriesHow it works Post a job to tell us about your project. Well quickly match you with the right freelancers. Here are photos and some advice about changing the head gaskets in a 1998 Subaru Forester 2.5 DOHC (and below, a 2000 Outback SOHC 2.5 for comparison) without pulling the engine. See the photo below: a tight engine compartment that makes head removal quotdifficultquot according to the Haynes manual. I started out thinking that I would use a hoist to remove the engine, but as I only had my one vehicle which was presently not running, I had to rely on friends to help me rent and deliver a hoist and stand. Nobody was available at the time, though, and I live kind of far from the rental company. So after talking to a local mechanic who insisted it could be done by jacking up the engine, I went ahead and tried removing the heads myself without a hoist. Background which you are free to skip if you just want the nuts-and-bolts: I bought this Subaru in 2009 for 3700 (130k, 5-speed, quotSquot model) after having it inspected by a shop. The shop did it for free, which I was surprised by, but not once I realized that thats all their quotinspectionquot was good for: nothing I should have done more research and then I would have noticed the exhaust smell in the overflow tank. Or the bubbles that appeared there once the engine warmed up. Everything became apparent soon after I had used a radiator flush kit and added fresh coolant. My Check Engine Light appeared within 15 miles of doing this, and the engine ran roughly all of a sudden. I went to autozone and had the CEL diagnosed for free: 1 cylinder misfire. After some online research, I realized with mounting horror that I likely had a bad head gasket. Chronic problem with the Phase I DOHC EJ25, so I learned. It helped explain the coolant that disappeared every time I drove it, and the CEL. Ok, I told myself, you just made a terrible decision by overpaying for a POS. I went through the easier options first. Im going to be honest and say I tried Bars Head Gasket Fix, the stuff with copper and sodium silicate, and the stuff in a can that looks like brown goop. No dice. So I upped the ante money-wise and bought Thermagasket. It did seem to improve things insofar as the CEL no longer appeared, and the engine ran better but it still drank coolant and the bubbles in the reservoir were still present. And then a side-effect materialized a day after I used Thermagasket: water pump leak Apparently not an uncommon side effect of using a chemical head sealer laced with metal particles, especially on an engine with high-mileage parts. At least I removed the hoses going to the heater core before using these quotgaskets in a can, quot thus preventing possible damageblockage during this experiment in wasting time and money. Consulting with Thermagasket didnt help, ultimately, so I was left with either paying 1500-1800 to a mechanic. or, doing it myself. Ive replaced a couple head gaskets before, but never on a DOHC Subaru. I hesitated. Thought about it. And then decided to go for it so that I could save . These sites helped me to prep, especially Skips Subaru page (2nd link): Good timing belt instructions in pdf format (I printed this out for a reference): endwrenchimagespdfs2.5Timing. pdf It turned out to be a straightforward job. Not as bad as it sounded at first, but it did take me over a week to complete (including the two days for machine shop work on the heads). Here is the engine looking down from above with the intake manifold and timing belt removed. You can see the heads are close to the frame rails, and there doesnt look like much room to work with. Here is a close-up view of the driver side cams with the valve cover removed - again, its rather tight against the firewall, but everything is accessible with a socket wrench. One problem I ran into was removing the camshaft sprockets. If you look at the photo above, you can see the hex portion of the cam that makes a convenient place to hold the cam with an adjustable wrench. With the engine in the vehicle, though, there is not much room for a wrench. I was able to use an 8quot adjustable and use the frame rails as a stop, but the first cam I tried this with ended up slipping when I applied torque to the sprocket bolt with my 4-foot cheater pipe. Not good. I think you could use a 1quot (25 or 26mm) crow-foot wrench with better results, but no one (not even Sears) had such a size in stock, so I was stuck. I stepped back before scratching my cam any further, and thought about how to best hold that sprocket. and after much searching online, I found this photo which solved the issue: This is how to wrap your old t-belt around the sprocket and the crank: Use a vice-grips to pinch off the loose end to make it tight, and you have a strap wrench. At the same time, use the adjustable wrench on the cam so that you now have two devices to hold the sprocket firm. With the sprockets out, I removed the timing belt covers and the cams, leaving only the heads. I unbolted everything as if I was going to remove the engine (except for the engine-to-trans bolts), and removed the two trans mount bolts in order to prevent stressing the trans when jacking up the engine. I was able to lift either side of the engine about 4-5quot, which proved adequate to remove the heads. Here is a photo showing my method - using the specific bolt loosening sequence in the manual, I got all the bolts loose and then removed the upper head bolts first, then unscrewed the lower head bolts until they were no longer threaded into the block. You cant actually remove the lower head bolts because of the frame rails, but you can dislodge the head and then lift it out of the bay with the lower head bolts still in the head (see the lower bolts in the photo). The heads came out very easily this way. And here is what the block looks like with the heads removed: I was curious to see the faulty gasket, and here it is - it looks like it failed in exactly the same way that Skips gasket failed, and also the other online examples I have seen. Its at the bottom of the cylinder, where your oil and coolant is in constant contact with the gasket (even when the engine isnt running). More proof of how important it is to frequently change coolant and oil in order to keep old fluids from eating away at your gaskets. This was the 13 (passenger side) head gasket, and the leak is also evidenced by the rust seen in the cylinder in the above photo. And here is the old gasket compared to the new one - I got this gasket in a 100 kit off ebay, and the new gasket was obviously better constructed than the original. Its easy to see why these things fail when you see the thin material on the OE gasket. (Note made on 5-11-2010: See the end of this post for remarks on purchasing a quality head gasket. Turns out the ebay gasket was junk) After cleaning the mating surfaces, I reattached the heads using the same method as before, i. e. inserting the lower head bolts into the head and then lowering it into the vehicle and attaching to the block. Here is the birds-eye view of both the driver and passenger sides with heads attached: As you can see, there is actually enough room to work with here, which is important since you will need to apply a torque wrench to those head bolts and cam cap bolts. Also, you will need to buy this 10 tool, a torque angle meter. This is an excellent way to achieve the precise torquing procedure these heads require. Also, I used a 38quot torque wrench for its more compact design, although I think a 12quot version would also fit into the space between the heads and rails. I found that my compact digital camera was an invaluable tool to both document the tear-down process for reminding myself later where everything goes, and also to check the timing marks when attaching the t-belt. With the engine in the car, you cant quite see the crank mark nor the side-sprocket marks - but you can set your camera to the macro setting and use it as an quoteyequot to check your timing marks. Heres how I knew I had the crank marks lined up perfectly: Once I had everything reassembled I got in, turned the key and she fired right up So far, everything seems to be fine and the HG issues have disappeared. Also, the engine runs smoother and more quietly, as I replaced the water pump and the idlers and tensioner. My old water pump was on its last legs and looked a bit crusty with rust. I was interested to see that there wasnt much evidence of the gasket sealers I had tried using at first. But there was some crud built up around the water pump, so I could see how the Thermagasket had affected the pump. One more tip - be sure to spray PB Blaster on your motor mount nuts a day before you remove them. I stripped out one of mine and spent lots of unneccessary time and money by biking to Sears for a bolt-out kit. It worked thankfully, but what a pain. I really took care removing any bolts or nuts afterward, taking care not to strip anything. Update made on 5-11-2010: I made a mistake in this whole repair by installing an quotevergreenquot head gasket which came with my cheap Ebay head gasket kit. It looked fine to me at the time, but 15,000 miles later I received a call from the next owner who said this Forester had bad head gaskets again I cant be sure, but I think it was the cheap gasket itself that was at fault. My reasoning Well, I had the heads cleaned up at a machine shop so I feel certain they were not the problem. The engine head mating surfaces were flat according to my straight edge. So now, when Im in the middle of doing yet another HG replacement on a different Subaru 2.5 DOHC, I happened to research the Ebay head gaskets and found many people who experienced failures after installing them, particularly the brand Evergreen. Some people even had them fail within a few hundred miles. This time I went with more expensive Felpro gaskets. Going to the dealer is the best thing to do though, and at this time they are charging about 50 apiece. Dont skimp on the HGs after doing all this work Update 5-23-2010: In case you were wondering if this same repair is possible for other Subarus, I changed the head gaskets on a 1999 Outback wagon with the engine in the vehicle. I bought the car with the heads off and everything disassembled the owner said his mechanic quit halfway thru the work due to losing his building lease. I put it back together and noticed that the mechanic had removed the intake manifold mount bolts and then left it sitting on top of the engine for ease of re-installation. Saves some time in the reassembly phase. If anyone has questions, feel free to contact me. No doubt these engines are easier to work on when on a stand, but it was also quite simple to do this work in-vehicle. And now, I can get back to using my Forester for its intended purpose - taking me to places like this This month I bought a 2000 Outback 2.5 SOHC with blown head gaskets and a noisy timing belt. I got a good deal on it (1700) and decided to fix it myself, with the experience I had with the 98 Forester (and a couple other late-90s Outbacks). I was curious to see how the newer SOHC engine differed from the older DOHCs. In general, everything is easier about the SOHC. The great news is that 2 major steps can be skipped with the SOHC: You dont need to remove the camshaft sprockets (which always seems to give people trouble), and therefore you dont have to disassemble the lifters nor camshafts either. Also, the timing belt is MUCH easier to install on the SOHC. None of that counting-of-teeth to properly set it - just eyeball the 3 timing marks and slip on the belt. Ill add some photos here to show how to remove the head gaskets on the 2000 Outback: This is a look at the passenger side valve cover. This is lots easier to deal with than the DOHC because the spark plugs can be accessed easier. Heres the technique I used for installing the head. It comes out easy enough by unbolting the motor mounts and transmission mounts, then jacking up the oil pan about 5 inches, then swinging the engine from one side to another to create more space to access the head bolts. (If your rear main seal is leaking oil, best to remove engine to replace seal, otherwise changing the gaskets in-car is preferable for me.) For re-installing (especially without a helper - I did the entire job alone), I used rubber bands to keep the lower head bolts in place. This worked, even though its a bit of a challenge to lower the head into place without scuffing either the gasket or head mating surface. But it can be done, and you can use the tubes that stick out of the engine to hang the head on while youre threading the first bolt (I threaded the top center bolt first to secure the head). Here is the top view of the passenger side head after its installed. Plenty of room to torque the head bolts A few tips about the SOHC: - Again, you dont need to remove the camshaft sprockets - Removing the intake manifold is easier than the DOHC because of fewer connections to undo. It only took about 15 minutes to remove it once I got to that point. - Make sure to line your radiator with a sheet of cardboard to protect against dings - The only gaskets youll need to complete the job are head gaskets (I used Felpro 26415 PT), intake manifold and exhaust manifold gaskets, and valve cover gasket set. You can also change your oil pump gasket, and main seal but if theyre not leaking Id say leave them be.. - If you have an auto transmission, the Haynes manual says you need to get a chain wrench to hold the crank while you undo the crankshaft bolt. Not necessary Underneath the air filter housing is a quotwindowquot on the top of the transmission housing covered by a removable piece of rubber about 3x3 inches. Take off the rubber cover, and youll be able to see the flywheel with holes in it. Stick a sturdy screwdriver into a hole in the flywheel and you can then undoinstall the crank bolt without the engine turning. - All the bolt sizes are the same as with the DOHC Let me know if you have any questions. UPDATE 9-2012: What happens when your timing belt breaks in the Subaru 2.5 SOHC engine So this summer presented a new twist on head gasket repair. I bought a 2002 Outback from a man who had the unfortunate experience of having his timing belt fail within a few months of owning the car. Apparently the timing belt tensioner sheared off, though just how this happened wasnt explained. From what I could piece together it seems the mans wife was trying repeatedly to start the car after the engine quit on her while out for a drive. There was no compression in any of the cylinders, indicating damage to the valves. There was a chance of even more damage to the pistons or cylinders, but this was unlikely given the way these interference engines are designed to fail. When the timing belt breaks, the pistons will collide with the valves which are weaker and bend. But the pistons and other lower engine parts are made to survive such a failure. I removed the heads and 525 later, I had a pair of like-new heads with 16 shiny valves (the guides turned out to be OK) and new cam seals. The machinist didnt seemed too thrilled about Subarus many subtle variations on the same head design and the price it took to restore them was indeed considerably more than for a 350 Chevy. See these photos which show the bent valves and the marks on the pistons where the collisions took place. Some mechanics might wish to grind the impact points on the pistons but I didnt notice anything severe enough to warrant the operation. The cylinder walls appeared normal so I counted myself lucky and went about with reassembly. I used Fel Pro head gaskets (Part 26415 PT). In the spring of 2012, Fel Pro announced that theyd arrived at a more durable design and had an updated version of this gasket. Its an MLS (multi-layer steel) gasket that is superior to Subarus original head gasket, a single-ply design with a black coating thats become infamous for failure. I gashed one of my Fel Pro gaskets on installation (50 mistake), so after some choice obscenities, I needed a new head gasket to ensure a solid repair. I went to the Subaru dealer curious about what they would sell me as a replacement. What I got was Subaru part 11044AA633 which turned out to be a single-ply design head gasket. Is this the latest improved design that best combats head gasket failure I couldnt get a good answer online so I returned the part and went with a new Fel Pro instead. One person I talked to about Subaru head gaskets recommended the brand Six Star, and research showed that some shops in the Northwest swear by this brand. They cost about the same as Fel Pro but I cant attest to which one is better. Generally speaking, the success of a head gasket replacement relies equally on the mechanics attention to detail as much as the actual head gasket. The reassembly process was just as described above for the Outback SOHC. Although, with the rebuilt cylinder heads, I did need to adjust the valves upon reinstallatiion. But this was easy (and far easier than adjusting valves in the DOHC). I installed a new tensioner and the bolt threads needed tapping to remove the broken old tensioner bolt. New idlers and water pump and T-belt completed the job. UPDATE 1-2014: Comparing removal of EJ25 SOHC engine for head gasket replacement vs. leaving the engine in the car In late 2012 I bought a 2002 Subaru Impreza Outback Sport with 149,000 miles on it. It had bad head gaskets so I decided to remove the engine from the car to see how it stacked up time-wise and work-wise to doing the same repair with the engine in the vehicle. It was not too hard to remove the engine, with the most time consuming issue being the separating from the auto transmission bell housing. It was more expense because I had to rent an engine hoist, but it was of course easier to change the head gaskets. It was more work in the end to remove the engine instead of leaving it in the vehicle. But many people probably remove these engines faster than I did. Its really a toss-up for me but I think I will leave the engine in the car next time. Ive kept this Impreza for a year of driving and put 20K miles on it without any issues or leaks. I replaced the original head gaskets with Fel Pro head gaskets (Part 26415 PT), which I would use again without hesitation. Last edited by ArizonaSubaru 01-21-2014 at 08:37 PM. Reason: Updates THANK YOU THANK YOU THANK YOU. you just help me prove to my brother and inspired my father in supporting me in my journey to fixing my 98 forester L. If you still remember. can you give me the torque specs for the head bolts, and the others that requires more than 18lbs or torque. the smaller ones are okay. Are Subarus engine harness like Hondas Where they are design to plug in its original spot and not the others I will pm you if I run into any problem with my forester. how long did it take you AWESOME. Ive been wanting to tear off the heads of my new-to-me XT engine (I bought it used) for inspection of damage after timing belt snapped. Anyway, when you removed the cams, did you do anything special The Chilton manual scared me out of taking off the heads because it said I should use a quotspecial cam holding toolquot for something. Have no idea it was talking about. Did you just remove the cams or did you have to do anything special to get them out or was it just a socket wrench, remove parts and pull out And a tip for anyone attempting this, I would highly recommend just pulling the motor. With as much tear down as you have to do to get to them, its another 6 bolts, 4 nuts and 4 flywheel bolts to pull the motor. it honestly takes 3 tools and 30 minutes to pull the motor, then Im thinking it would be MASSIVELY easier to remove the heads and complete the job. Just my pennies on the matter. But GREAT write up regardless, Im going to pull my heads tomorrow to inspect the damage. 2004 XT - RIP 2005 XT - 5MT - 2quot LIFT To view links or images in signatures your post count must be 10 or greater. You currently have 0 posts. THANK YOU THANK YOU THANK YOU. you just help me prove to my brother and inspired my father in supporting me in my journey to fixing my 98 forester L. If you still remember. can you give me the torque specs for the head bolts, and the others that requires more than 18lbs or torque. the smaller ones are okay. Are Subarus engine harness like Hondas Where they are design to plug in its original spot and not the others I will pm you if I run into any problem with my forester. how long did it take you You can do it if I can, believe me..its a challenge but the reward is worth it. It took me about 8-9 days total with breaks in between, including two days off while the heads were getting done. About a week is what I would say. You should get the Haynes manual, which has the critical head torque procedure all spelled out (and the HG job itself). But heres a page with 2.5 DOHC torque specs including the HGs: Subaru Coupes, Sedans and Wagons 1985-96 2.5L Engine Youll need the diagram with the bolt sequence, which is in the Haynes manual. I dont know about Hondas. I had a civic once that i drove to Alaska but never worked on it. It never broke down. Last edited by ArizonaSubaru 07-29-2009 at 12:41 AM. Reason: link add AWESOME. Ive been wanting to tear off the heads of my new-to-me XT engine (I bought it used) for inspection of damage after timing belt snapped. Anyway, when you removed the cams, did you do anything special The Chilton manual scared me out of taking off the heads because it said I should use a quotspecial cam holding toolquot for something. Have no idea it was talking about. Did you just remove the cams or did you have to do anything special to get them out or was it just a socket wrench, remove parts and pull out And a tip for anyone attempting this, I would highly recommend just pulling the motor. With as much tear down as you have to do to get to them, its another 6 bolts, 4 nuts and 4 flywheel bolts to pull the motor. it honestly takes 3 tools and 30 minutes to pull the motor, then Im thinking it would be MASSIVELY easier to remove the heads and complete the job. Just my pennies on the matter. But GREAT write up regardless, Im going to pull my heads tomorrow to inspect the damage. Obrigado. Hope your engine survived the bad tbelt. For removing the cams, check out my post where I describe the best way to get them out. The challenge is breaking the sprocket bolts free, and they get very tight so get yourself at least a 2-foot cheater pipe, and then hold the cam fast like the photo in that link shows - with your old t-belt wrapped around the sprocket and the crankshaft. At the same time, have a friend hold onto the cam hex with an adjustable wrench. Problem solved As for the HG job, I agree it would be easier overall with the engine out. But I discovered that this engine is simple to work on while in the vehicle, and I would probably do the HGs the same way the next time. Unless a hoist was readily available. Last edited by ArizonaSubaru 07-29-2009 at 12:54 AM. Reason: add info Title goes hereDans thrilled and so is his CEO Get more done with freelancers Work with someone perfect for your team Web developers FRONT-END DEVELOPERS BACK-END DEVELOPERS SOFTWARE PROGRAMMERS and more. Mobile developers I OS APP DEVELOPERS ANDROID DEVELOPERS UIUX DESIGNERS and more. Designers amp Creatives GRAPHIC DESIGNERS UIUX DESIGNERS MOTION GRAPHICS EXPERTS and more. Writers BLOG WRITERS CONTENT WRITERS COPYWRITERS and more. Virtual assistants PERSONAL ASSISTANTS TRANSCRIPTIONISTS WEB RESEARCHERS and more. Customer service agents PHONE SUPPORT SPECIALISTS EMAIL SUPPORT EXPERTS LIVE CHAT SUPPORT PROS and more. Sales amp marketing experts SEO SPECIALISTS EMAIL AUTOMATORS MARKETING EXPERTS and more. Accountants amp consultants TAX ACCOUNTANTS BOOKKEEPERS FINANCIAL MODELERS and more. See All CategoriesHow it works Post a job to tell us about your project. Well quickly match you with the right freelancers.
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