The End of the Job Description

WHAT PEOPLE ARE SAYING ABOUT THIS BOOK …

“From one of today’s most influential HR experts, The End of the Job Description introduces a revolutionary new approach to work roles. As if that weren’t enough, Tim Baker also provides you with the performance indicators and measurements you’ll need to establish this re-invention of work within your organization!” Marshall Goldsmith,author of the New York Times and Wallstreet Journal #1 Best Seller Triggers

“In his drive to bring about strategic and operational change in traditional HR management tools, Tim Baker now takes a look at job descriptions.  I especially like his idea to focus on performance by characterizing the work as a series of roles, each with its own set of KPIs.  The book includes plenty of detail that can help readers to implement change.”Rosanna Nadeau Principal/Consultant, PRISM PERSPECTIVES GROUP LLC

“Tim Baker offers an important shift in thinking about how organizations define the behaviors their people need to succeed. Tim gives readers a practical toolkit for aligning behaviors with the vision, mission and values of a business, and then developing, refining and quantifying the skills that matter. These simple truths can become a powerful step change for businesses.” – Ian Hamilton – Managing Director, Carroll Consulting Group

TABLE OF CONTENTS

Introduction    7

PART I – JOB DESCRIPTIONS TO ROLE DESCRIPTIONS    17

CHAPTER 1 – Role Descriptions: The Next Generation    18

CHAPTER 2 – The Harmful Impact of the Job Description on HRM    40

CHAPTER 3 – The Job Description and the Old Contract    68

CHAPTER 4 – The Job Description and the New Contract    88

PART II – NON-JOB ROLES    110

CHAPTER 5 – The Non-job Roles Framework    111

CHAPTER 6 – The Positive Mental Attitude and Enthusiasm Role    137

CHAPTER 7 – The Team Role    157

CHAPTER 8 – The Career Development Role    181

CHAPTER 9 – The Innovation and Continuous Improvement Role    204

PART III – Implementing Role Descriptions    227

CHAPTER 10 – Strategies to Formulate Role Descriptions    228

CHAPTER 11 – Assessing Non-job Performance: A Case Study    242

CHAPTER 12 – The Performance Management Framework    261

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