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When was the last time you analyzed who’s doing what in your organization and why?  I recently worked with a family owned organization that had experienced growth and had hired employees.  But many of the family members had not let go of the tasks they had hired others to do, and some critical jobs were not assigned to anyone!

Have organizational changes, downsizing or resignations left you with the wrong people in the wrong places?   in the recent economy, It’s not uncommon, that a vacated position is not filled in the short term, or maybe not at all.  Then it is left up to someone else to take on multiple roles and perhaps, some they are not really qualified for.   

In previous issues we’ve been talking about doing the work you love and contributing with purpose.  When your employees are doing work that they didn’t sign on to do, or that got loaded onto an already full plate, you end up with dissention, upset, lack of productivity and, worst-case scenario customer dissatisfaction.  

It’s vital to align the talents with the tasks.  In a smaller organization, or one that’s going through change, it’s very important to continually reassess who’s doing what and why.

If size does not permit the luxury of having each employee’s actual workload match their “job description”, you can formulate a long-range strategy to have adequate job descriptions and qualified people filling them! 

You and your management team can begin by listing all the major functions and tasks that your organization needs to accomplish.  Then identify who does those tasks currently.  Look for major gaps, and inconsistencies between staff member's skills and jobs they're performing. 

Step two is to re-assign tasks as needed to fit the talents and abilities of the employees on hand.  Fill in gaps with part time or contract help. 

Step Three is to draft "ideal" job descriptions with corresponding lists of qualifications and skill sets. Begin with the job descriptions for heads of each department.   Decide if you have current employees who fit those management roles.  If not, you can either design a personal development program to get them up to speed, or make future hires with those management skills in mind. 

The job descriptions can also serve as a guide for deciding which positions to fill next when your revenues, job order volume or customer demand warrant hiring. 

Jim Collins, Author of Good to Great says great leaders have three disciplines: 

Suggested Action Items: 

  1. Review current duties and functions to determine what needs to be continued, delegated, contracted or eliminated.
  2. Review critical functions against job descriptions and align the talents with the tasks.
  3. Make sure everyone know what's expected of him or her, so they can contribute fully.



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