With heavy workloads and multiple demands on their time, it’s easy for HR professionals to become attached to the way things are currently done. The old adage: “If it’s not broke, don’t fix it.” However, this approach can work against their personal interests.
For example, an HR professional recently observed, “our managers only want to read job descriptions that are no longer than one page.” This is a good example of cutting off the nose to spite the face.
It is well recognized that job descriptions containing rich content reflecting performance expectations and job success competencies can support, drive and enrich multiple talent management processes. The job description shortness standard is misplaced.
Job descriptions that lack substance and are short for shortness sake provide little utility, especially contrasted with the opportunity for managers to use rich job information that helps them manage and coach employees effectively.
HR’s primary mission is to determine what information and processes best enable managers to manage talent strategically. Focusing on this mission, rather than on continuing to use entrenched processes will help to position HR professionals as strategic business partners.