Almost every business will tell you they have a job description for each role. However, when you look at them, you’ll usually find a one- or two-page document copied from a Google search or ChatGPT.

They’re used for hiring, or as an attachment to an employment contract. They’re looked at once and then filed away, never to be seen again.

Why is this?

Everyone wants to improve performance, or wants staff to become top performers.

The first requisite would be to tell them how to be a top performer — how to do it like the owner, or other top talent.

I usually discover that no one has actually written up how to do the job. It’s in someone’s head. Everyone wants staff to perform at their level, yet they haven’t documented what that looks like.

This takes work! It’s the last thing you want to do. The tendency is to try to get someone else to handle it. It’s rushed or treated as a second thought. That’s why most job descriptions are useless or inadequate. When I say this, most people agree with me. Everyone knows they’re useless.

To address this, I developed a new term: Role Specification.

This defines the minimum you need to have in place to succeed — so staff know what they’re doing, what they’re meant to produce, how to do it, and how to do it the way you do it.

The Purpose of the Role: Why does this role exist? Its purpose should align with the purpose of the company. 

The Outcome of the Role: What is the valuable work — the sum of all activities in the role?

For example, if someone is a baker, the ultimate outcome is tasty bread. They may do hundreds of activities, but if the bread isn’t tasty, they’re not performing.

What’s the ultimate target of this role?

Expected Production Level: This is often missing. Without it, staff don’t know what level of output is required for them to be viable in the role.

If a person needs to produce $5,000 worth of value for the company but only delivers $1,000 while being paid $1,000, the situation is not viable.

A realistic production level is best set by looking at what someone successful in that role has achieved.

If you set it too high, you’ll crush them. If you set it too low, they won’t reach their true potential.

Duties: Specify what they actually have to do — not vague, generic statements. Be explicit.

Relevant Policies & Procedures List the company policies and procedures that apply to this role. These are documented elsewhere, but this section makes it clear what rules apply — the key dos and don’ts, and how to do the job. The rules of the game.

Reporting Structure: Define who they report to, and who reports to them (if applicable). 

KPIs or Statistics: This is crucial. It must be a simple, specific way to measure their production — ideally one or two key metrics.

These should reported on a monthly or weekly basis. This gives both you and the team member visibility on whether they’re performing. They should be easy to calculate and report. 

Also, it's really helpful to visualise them into graphs and dashboards.

If they’re not producing enough, you can help — through training, correction, or other support. But now both parties know exactly where things stand. Responsible people will often self-correct once they see their statistics are down. 

A Role Spec still covers the function of a job description for payroll and contract purposes. But you also create a detailed specification of what the role is, what it does, what it produces, and how to measure it.

Ideally, you combine the Role Spec with all relevant policies and procedures, forming a Role Specification Pack. You can even make training courses from these.

This complete package allows someone else to step in and succeed in the role. It enables managers to train and oversee staff without your constant involvement. In other words, it lets you do yourself out of a job — freeing you to step back, or even step out of the business.

It takes effort to put together a Role Specification.

But it’s worth it:

If you want to remove yourself from day-to-day operations...

...if you want a team who know what they’re doing...

...you like having satisfied, well-serviced clients...

…Etc.

If you want personalised, expert help with this, book a call here.