The concept of a job description is deeply rooted in the early 20th century, born from the era of scientific management. They were designed to bring order and efficiency to industrial workplaces, where jobs were predictable and unchanging. However, the modern work environment is anything but static and stable.
Roles evolve rapidly, influenced by technological advancements, shifting market demands, and the increasing complexity of global operations. Despite these changes, many organisations still cling to job descriptions as if they were immutable truths.
Read more: Why we need to ditch the job description
Job descriptions, in their traditional form, are not only rigid but also reductive. They attempt to capture the entirety of a role in a few paragraphs and a blitz of bullet points, often missing the nuance and complexity of what people actually do, and perhaps even more importantly why they do it.
This reductionism can lead to a significant disconnect between reality and the often PDF-bound world of the written description, fostering disengagement among employees and a lack of clarity about the 'real' responsibilities of the role.
The hidden costs of rigid job descriptions
Rigid job descriptions limit personal growth, stifle creativity and can even lead to burnout as employees struggle to fit into a prefixed model of a role that may no longer be relevant.
It leads to missed opportunities for innovation, as employees are not encouraged to think beyond their prescribed duties. It also hampers organisational agility, as teams are less able to respond quickly to new challenges or opportunities when everyone is confined to a specific set of tasks. In a world where adaptability is a source of competitive advantage, this is a risk that organisations can no longer afford to take.
Moving toward dynamic roles
It is time to move towards digitally dynamic role profiles that focus on skills, strengths and desired contributions rather than a simple fixed list of tasks and accountabilities.
Read more: Why we need a new model for HR, an introduction
Imagine a dynamic role profile – or 'job canvas' as I call it – which is a living document that evolves with the role and the individual. They are personalised and updated on a regular (often quarterly basis) as aspects of the role changes and they encourage regular check-ins and coaching-led conversations between team leaders and colleagues.
This enables employees to take ownership of their work, tailoring their roles to their strengths and the needs of the organisation. It not only enhances employee engagement and satisfaction but ensures that the organisation remains responsive and resilient in the face of change.
If we are to redesign how we 'do' job descriptions, we should also change the emphasis on what is defined and discussed. A new approach should highlight the purpose of the role, the value it brings to the organisation, and how it connects to broader organisational goals. Instead of simply listing tasks, it should outline the skills and attributes required, allowing for flexibility in how those are applied.
A personalised approach to mapping job demands and resources recognises the overlooked reality that no two individuals approach, do, or think about their work in the exact same way, despite what a traditional job description may say.
The future of work is flexible
By embracing job canvases, we can create a work environment that is flexible, inclusive, and deeply human. This approach not only benefits employees but also ensures that organisations are equipped to navigate the challenges and opportunities of the future.
Read more: The future looks squiggly
It’s time to rethink how we define work. Let’s move beyond job descriptions and craft roles that inspire, engage and empower. After all, no one dreams of being 'confined to a rigid set of tasks' when they grow up. The future of work is dynamic. Our approach to roles and responsibilities should be too.
By Rob Baker, founder and chief positive deviant of Tailored Thinking
