How to Review and Critique  a Job Description    Merces Consulting Group, Inc.  

 How to Review and Critique a Job Description Merces Consulting Group, Inc. Royal Oak, MI October, 2012 Merces Consulting Group, Inc.
Job Description Review Guidelines
A job description needs to be accurate, up-to-date, and a useful management tool. It serves
as an understanding between the organization, employees and their managers about what
employees are to be accountable for. The job description establishes expectations – and
should be worded in such a way that expectations are as clear as possible.
Job descriptions also serve as the foundation of the performance management process.
Nothing should be on a job description unless we can evaluate performance on it, and
anything that we can evaluate performance on should be in the job description. The best way
to evaluate the quality of the job description is to actually use it to appraise performance.
•
If two employees who have very different levels of performance come out the same in
your evaluation, something is missing in the job description that would serve to separate
them.
•
If a poorly performing employee appears to be “fully functioning” after being evaluated
on the job description, something is missing – either there are elements of the job that
aren’t clear, or there is no standard against which you can measure performance. A
quick way to see what’s missing is to say “why do I think this isn’t a good employee” and
see what’s missing.
The purpose of this exercise is to determine if the job descriptions are ready for use as a
performance management tool, and if not, to ensure they are fixed and made more useful
before the formal performance appraisal process begins.
GENERAL STRUCTURE
All job descriptions should have:
Summary Description
The Summary Description is one or two sentences that describe the basic purpose of the job.
This should not include statements of how the job is to be done, skill requirements or anything
other than simply the responsibility of the job. Think of this as the answer to a stranger’s
question “so what do you do for a living?”
Here is a critique of a “summary description” for an administrative position (numbers in
brackets added as references):
This position involves [1] varied complex and confidential tasks [2] essential
to the efficient operation [3] of the organization’s administrative office [4].
Good judgment, self-motivation, and responsible decision making are
essential in this position [5]. Working with minimal supervision [6], the
Administrative Assistant provides [7] administrative support [8] to the
Corporate Project Manager and Marketing/Promotion department of the
corporation [9].
JJob Descrip
ption Revieew Guideliines
2 [1]
Typica
ally start this summary
y with “Responsible fo
or” or sometthing like th
hat… that iss, make
it a direc
ct sentence
e. Here we are told wh
hat the job w
will involve, not what tthe job is.
[2]
“Varie
ed complex and confidential tasks
s” – this is a good phra
ase, as it in
ndicates the
e overall
complex
xity of the work
w
(althou
ugh at this point
p
we do
on’t know w
what those ta
asks are, a
and we
should, but we hav
ve to wait un
ntil item 8 below).
b
[3]
Avoid obvious sta
atements, or
o anything related to how the wo
ork is to be done. All w
work is
expected to be don
ne correctly
y, efficiently, in a timelyy manner, e
etc., so puttting it here is
ssary. “Ess
sential to the efficient operation”
o
iis not a function of the
e job, it’s the
e
unneces
reason someone
s
decided to create
c
the jo
ob.
[4]
It is go
ood to inclu
ude the func
ctional area
a, if the job is specific to a functio
onal area in
n such a
way thatt it makes a difference
e. Here, it says
s
“of the
e organization’s admin
nistrative offfice” but
later on we see tha
at it is specific to a pers
son and a d
departmentt. Either re
edundant orr
inaccura
ate.
[5]
This entire
e
sente
ence relates
s to how the
e job should
d be perforrmed and esssential
requirem
ments of the
e person in it, and sho
ould not be included.
[6]
“Work
king with miinimal supe
ervision” does give us an important characte
eristic of the
e job
and should be inclu
uded in som
me form, bu
ut can be do
one more e
efficiently.
[7]
Repea
ating the title is unnecessary, it’s right above
e this sectio
on.
[8]
This is
s the “furthe
er explanattion” of wha
at was first m
mentioned in item [2] above, but is
separate
ed from the
e qualifier fo
ound there. Better language for [[2] and [8] w
would be “a
a variety
of complex and con
nfidential ad
dministrativ
ve tasks.”
[9]
Define
es who the services arre provided
d for. Mightt be unnece
essary if the
e role is deffined
better in
n the title.
L
Let’s try a re
e-write, kee
eping in min
nd the comments abovve:
“Res
sponsible for
f independently pe
erforming a wide range of comp
plex
and confidentiial clerical and admin
nistrative ttasks to su
upport the
Mark
keting/Prom
motion Dep
partment.”
”
T
This is clear, concise, and gives the
t reader a very quick answer to
o what the jjob is all ab
bout.
D
Duties and
d Responsiibilities
T
This is the heart
h
of the
e job descrip
ption. It should be pre
esented in a
an organize
ed “outline” form,
n
not a scatte
ered list of tasks. The basic struc
cture should
d look like tthis:
© Merces Consulting Gro
oup, Inc.
JJob Descrip
ption Revieew Guideliines
3 1. State
ement of responsibility
y
a. Task/dutty in supporrt of respon
nsibility
b. Task/dutty in supporrt of respon
nsibility
ement of responsibility
y
2. State
a. Task/dutty in supporrt of respon
nsibility
b. Task/dutty in supporrt of respon
nsibility
M
Most jobs will
w have between two and six res
sponsibilitiess. Some m
more comple
ex manage
ement
p
positions may have mo
ore (but unlikely any would
w
ever h
have ten), ssome very routine jobss may
o
only have one.
o
A “responsibility” is a single sentence d
description of somethin
ng the emp
ployee in
tthe job is ch
harged with
h completing
g. For example:
•
“main
ntains the operation
o
off the compa
any’s netwo
ork server” is a respon
nsibility
•
“issu
ues login pa
asswords” is
s not a resp
ponsibility…
… it is a taskk
Y
You can usually tell a responsibil
r
ity from a ta
ask, becausse with a re
esponsibilityy, it is natural to
e
expand the statement by explaining what it means,
m
usu
ually with a series of le
esser
rresponsibilitties or task
ks that are part
p of the major
m
respo
onsibility. F
For example
e, the
rresponsibilitty noted ab
bove might further be explained
e
li ke this:
•
Main
ntains the operation of the compa
any’s netwo
ork server.
o Loads up
pdated netw
work softwa
are and enssures it is operating pe
er standards
o Performs
s periodic maintenance
m
e on netwo
ork hardwarre and softw
ware accord
ding to
pre-estab
blished procedures
o Monitors hardware performanc
ce and reco
ommends p
purchase off new hardw
ware
when req
quired by ne
eed for add
ditional capa
acity or to rreplace equ
uipment no longer
functionin
ng
o Provides
s recommen
ndations to manageme
ent on pote
ential upgrades to servver
hardware
e and softw
ware.
W
Writing a se
eries of sub
b-bullets forr “issues log
gin passwo rds” would simply be tthe steps re
equired
tto issue a lo
ogin password, which is not appro
opriate for a job descrription. The
e reality is tthat
““issues login password
ds” might be
e considere
ed a bullet u
under “maintains the o
operation o
of the
ccompany’s network se
erver.”
S
Some good
d tests of wh
hether something shou
uld be inclu
uded in this section incclude:
•
•
•
•
Can you objectiively evalua
ate perform
mance on the statemen
nt?
s
unique
u
to th
his job, rath
her than som
mething tha
at is expectted of everyyone in
Is it something
the organization
o
n?
Is the
e item really
y essential to performing the job?
?
Is it something
s
that
t
should really be in
n another ssection, succh as the se
ection on
know
wledge and skills?
© Merces Consulting Gro
oup, Inc.
JJob Descrip
ption Revieew Guideliines
4 E
EXAMPLE: This is a critique
c
of a list of duties and resp
ponsibilitiess from an a
actual job
d
description for a Medic
cal Records
s Technicia
an, with com
mmentary o
on each item
m. First notte that
tthere is no distinction
d
between
b
responsibilitie
es and taskks, the item
ms are in no
o order whatsoever,
a
and that the
ey include ittems that should
s
be in
n different p
parts of the description
n. The critiq
que
m
may appearr harsh, butt is done to
o deliberately highlight why certain things should, or sho
ould
n
not, be inclu
uded in a jo
ob description.
1. Main
ntains confid
dentiality, security
s
and
d standardss of ethics w
with all med
dical records
inform
mation. [C
Comment: unclear
u
as to whethe
er this referrs to ensurring that th
here
are policies
p
in place, or following
f
them
t
– if it is followin
ng them, th
he gist of tthe
state
ement is “ffollows pro
ocedures,”
” which is obvious, b
because alll jobs are
supp
posed to fo
ollow procedures. This
Th is not a
an essentiial stateme
ent.]
ponsibilities
s in accorda
ance with C
Corporate policies and procedures,
2. Carriies out resp
including HIPAA
A and state
e/federal reg
gulations an
nd laws. [C
Comment: s
same as in
n item 1
ve; all emp
ployees sho
ould carry out all res
sponsibilities in acco
ordance wiith
abov
polic
cies and prrocedures and goverrnment reg
gulations a
and laws. It is appropriate
to mention
m
what policies
s or regulattions are b
being follow
wed in som
me cases, so that
it is understoo
od what rulebook to follow.]
f
3. Deve
elop and ma
aintain expertise of reg
gulations fo
or proper re
elease of information.
[Com
mment: thiis is a state
ement of th
he knowled
dge requirred to perfo
orm the job
b, not
the duties
d
of th
he job. Thiis should be
b in the qu
ualification
ns section.]
4. Evalu
uates inform
mation to determine co
ompliance o
of the law. [Commentt: this is a valid
task,
k, not a resp
ponsibility
y, but is un
nclear as to
o what it m
means.]
e stamps alll requests and
a highligh
hts pertinen
nt data to fa
acilitate pro
ocessing.
5. Date
[Com
mment: thiis is a little
e specific, but
b less so
o for a clerrical job, w
which is wh
hat this
appe
ears to be.]]
6. Valid
dates reque
ests and authorizations
s for releasse of medica
al information accordin
ng to
estab
blished procedures. [C
Comment: this is a va
alid statem
ment of a re
esponsibillity,
indic
cates that there shou
uld be som
me sub-bulllets (which
h it doesn’tt have), an
nd
inforrms the rea
ader that th
his respon
nsibility is performed
d following
g a set of
guid
delines.]
7. Retriieves medic
cal records from EHR and hard ccopy charts. [Commen
nt: this is a task
state
ement, tied
d to a respo
onsibility. Avoid abb
breviations
s or inside
e lingo, eve
en
wherre you thin
nk they willl be underrstood; if u
used repeatedly, on tthe first use, spell
it ou
ut. Examplle: electron
nic health records
r
(“E
EHR”).]
8. Work
k in a consc
cientious manner
m
while
e releasing medical re
ecords in an
n efficient,
effec
ctive, and accurate ma
anner. [Com
mment: sta
atement off how the e
employee is
s
supp
posed to work,
w
and content
c
is redundant.
r
t. All emplo
loyees sho
ould work iin a
cons
scientious manner, and
a all worrk should b
be done eff
fficiently, e
effectively a
and
accu
urately.]
© Merces Consulting Gro
oup, Inc.
JJob Descrip
ption Revieew Guideliines
5 9. Perfo
orms quality
y checks on
n all work to
o assure acccuracy of tthe release
e, confidentiality,
and proper
p
invo
oicing. [Com
mment: good thing to
o include, but promp
pts a questtion –
“is th
he employ
yee perform
ming qualitty checks o
on their ow
wn work, o
or on the w
work of
othe
ers? Makes
s a big diffference, an
nd is uncle
ear here; es
ssential th
hat it be cla
arified.]
10. May receive req
quests inclu
uding assistting walk-in
ns and telep
phone inquiries, and
retrie
eving inquirries. [Comm
ment: be ca
areful with
h “may” – ““may” cou
uld mean “iit is
poss
sible that” or it could
d mean “th
his is one w
way it happ
pens.” If itt’s only pos
ssible
that something
g would ha
appen, it prrobably isn
n’t an esse
ential part of the job. Here
it’s relatively
r
clear
c
that itt’s describing a way that inquirries might come in th
he
doorr, although
h the last phrase
p
is confusing.]]
11. Proc
cesses invoices and maintains wo
orking know
wledge of exxisting state
e fee structture.
[Com
mment: thiis contains
s multiple items,
i
one of which iis a statem
ment of dutties and
the other
o
a kno
owledge sttandard. By
B definitio
on, all emp
ployees are
e required to
main
ntain the ap
ppropriate
e amount of
o knowledg
dge for the tasks they
y perform, so
puttiing this he
ere in unne
ecessary. While it miight be obv
vious to so
omeone on
n the
insid
de, the phrrase “proce
esses invo
oices” does
s not prov
vide much informatio
on on
the complexity
c
y or difficulty of the task.]
t
12. Perfo
orms day-to
o-day admin
nistrative ta
asks such a
as maintaining informa
ation files and
proce
essing paperwork. [Co
omment: simple
s
basiic stateme
ent of a dutty.]
13. Notiffies HIM Dirrector if una
able to adhere to dailyy schedule. [Commen
nt: an emplloyee
hand
dbook type
e statemen
nt, not relevant to a jo
ob descrip
ption. All e
employees
s should
be re
equired to inform the
eir superviisor if they
y are unablle to keep u
up with wo
ork.]
a comprehend simplle, healthca
are/medicall terminolog
gy. [Comm
ment:
14. Abilitty to read and
neith
her a duty or respons
sibility, should be a s
statement in the qua
alifications
s
secttion.]
15. Work
k profession
nally, effecttively, and efficiently
e
in
n a team en
nvironment with customers,
mana
agement an
nd co-workers. [Comm
ment: gene
eral statem
ment aboutt how the
emp
ployee shou
uld work; could
c
be a part of the
e “how the
e job is don
ne” part off a job
desc
cription tha
at is used for
f perform
mance app
praisal, butt does not belong in this
secttion.]
16. Main
ntains a nea
at, clean, an
nd professio
onal person
nal appeara
ance and o
observes
estab
blished dress codes. [Comment:
[
: employee
e handboo
ok statement, all emp
ployees
mus
st do this.]
17. Main
ntains a clea
an and orde
erly work area, ensure
es that reco
ords and file
es are prop
perly
store
ed before le
eaving area
a. [Commen
nt: potentia
ially decep
ptive statem
ment. The
imm
mediate resp
ponse is “employee
“
handbook
k statemen
nt;” howeve
er, this cou
uld
referr to a spec
cific duty of an emplo
oyee in this
s job that iis respons
sible for en
nsuring
the security
s
off the medic
cal records
s office. Sh
hould be c
clearly statted if this iis a
spec
cific job req
quirementt or just wh
hat is expe
ected of ev
veryone.]
© Merces Consulting Gro
oup, Inc.
JJob Descrip
ption Revieew Guideliines
6 18. Main
ntains and operates
o
offfice equipm
ment. [Com
mment: all e
employees
s operate o
office
equiipment of some
s
sort;; very few actually
a
“m
maintain” e
equipmentt. If approp
priate,
shou
uld describ
be what off
ffice equipm
ment, and what “maiintain” mea
ans. It’s liikely
that “maintain” here mea
ans “fills paper
p
tray,”” “changes
s toner,” ra
rather than
“con
nducts diag
gnostic pro
rocedures on
o faulty m
machinery and repairrs accordin
ng to
man
nuals, inclu
uding wirin
ng, program
mming, etc
c.”]
19. Answ
wers incoming calls. [C
Comment: all employ
yees answ
wer incomin
ng calls. T
This
may
y be a recep
ptionist fun
nction in th
his job, orr indicates that an em
mployee in this
job is
i responsible for answering an
nd routing
g calls to otthers in the department.]
20. Perfo
orm other re
elated dutie
es as assigned or requ
uested.
a. Demonsttrate behav
vior of coop
peration and
d profession
nalism whe
en assisting
g with
other ass
signed dutie
es.
b. Perform and comple
ete special assignmen
nts in a time
ely, accuratte and orga
anized
manner.
c.. Demonsttrate ability to adapt to
o change in
n workload a
and assignments.
[Com
mment: the requirem
ment of “otther related
d duties” o
or “anythin
ng else as
assig
gned” sho
ould be und
derstood for
fo all jobs,, but is freq
quently inc
cluded to m
make a
poin
nt. The bulllets follow
wing the sta
atement arre employe
ee handbook items.]
H
Here is all of the content from the
t task lis
st above, a
and how it w
would look
k properly
fformatted:
dates reque
ests and authorizations
s for releasse of medica
al information, followin
ng non1. Valid
discrretionary es
stablished procedures
p
.
a.. Receives
s inquiries for
f requests
s for releasse of medica
al information through mail,
electronic communication or in
n-person co
ontacts
b. Evaluate
es requests to determin
ne complia nce with leg
gal and reg
gulatory
requirem
ments; deterrmines if release of infformation iss appropriatte
c.. Date stam
mps all requests and highlights
h
p
pertinent da
ata to facilita
ate processsing and
retrieval of information
d. Retrieves
s medical records from
m electronicc health reccord (EHR) system and hard
copy cha
arts/files
s medical in
nformation to
t inquirer in appropria
ate format.
e.. Provides
f. Processe
es invoices for informa
ation retrievval, followin
ng defined C
Corporate p
policy
and state
e fee sched
dule guidelin
nes
g. Conducts
s quality reviews of the
e work of o
other emplo
oyees involvved in the re
elease
of medical informatiion [POSSIBLE DUTY
Y, NOT CLE
EAR IF AN ACCURAT
TE
MENT]
STATEM
h. Explains reasoning for denial of
o requests for informa
ation, provid
ding inquire
er with
policy infformation or
o describing
g correct w
way to reque
est release..
2. Prov
vides clerica
al and admiinistrative support
s
for tthe medica
al records offfice
a.. Answers calls to the
e departme
ent; providess response
e or forward
ds to other sstaff as
ate
appropria
© Merces Consulting Gro
oup, Inc.
JJob Descrip
ption Revieew Guideliines
7 b. Maintains files, proc
cesses hea
alth record rrequests an
nd related p
paperwork, makes
copies, sends
s
faxes
s and performs other b
basic clerica
al functionss as needed
d.
c.. Ensures that the wo
orkspace is clean and free of deb
bris or pape
erwork; ensures all
files are returned to
o their securre locationss.
d. Provides
s additional as assistan
nce and support as dirrected.
[note: th
his does no
ot constitu
ute a “revis
sed job des
scription;”” it simply
organize
es the thou
ughts in th
he original list, supple
lemented w
with what
might be
e considerred “obviou
us” conten
nt for a job
b such as tthis.]
T
There were 20 items in
n the original list. Of those 20, se
even were cclearly statements of tthe
g
general way
y in which employees
e
should worrk (including
g the “all otther duties as assigne
ed”),
ffitting the “e
employee handbook” definition.
d
Two,
T
and pa
art of a third
d, were qua
alification ite
ems. Of
tthe remainin
ng eleven, one was an
n actual res
sponsibility,, and the re
emaining ten were taskks, or
p
parts of task
ks.
S
Some statements (“atttends meetings,” “proc
cesses pape
erwork”) sh
hould neverr appear in job
d
descriptions
s unless the
ey are spec
cific and unique to a jo
ob or a funcction. All em
mployees w
will likely
a
attend meetings from time
t
to time
e, and we don’t
d
apprai se perform
mance on “a
attends mee
etings.”
O
On the othe
er hand, “attends state
e and nation
nal conferen
nces in ord
der to prese
ent Corpora
ate
m
methods or approache
es” is a clea
ar statemen
nt about the
e requireme
ents of a job
b. Rememb
ber that
tthe purpose
e of a job de
escription is
s not to rep
peat the em
mployee han
ndbook, or tto include
e
everything a person do
oes.
K
Knowledge
e and Skills
s Required
d
T
This section
n should inc
clude all knowledge an
nd skill elem
ments required in orde
er for an em
mployee
tto perform all
a of the responsibilitie
es of the job, at a fullyy functioning
g level. It D
DOES NOT
T
d
describe the
e entry leve
el requireme
ents, or what qualifica
ations mightt appear in a want ad or job
p
posting. Forr this reaso
on, the word
d “preferred
d” never app
pears in a jjob descripttion – some
ething is
e
either needed or it is not.
n
It does not matterr whether th
he knowledg
ge/skill is a
acquired outside
tthe job, or on
o the job. Whenever listing a sk
kill, be clearr as to the level of the skill, preferrably
h
how it would
d be applied.
E
Education – If there is
s an educattion require
ement, state
e it clearly, e.g., “Bach
helor’s Degrree with
a major in Accounting
A
or Finance
e. An altern
native would
d be “thorou
ugh undersstanding of the
ttheory and practices of accountin
ng, typically acquired th
hrough com
mpletion of a Bachelorr’s
d
degree prog
gram with a major or concentratio
c
on is accou
unting or finance.” Do not list a de
egree
rrequirement unless the
ere is either 1) a speciific major, cconcentratio
on or area o
of study) orr 2) the
d
degree is “s
shorthand” for
f some more
m
genera
al body of kknowledge, e.g., “basicc level of re
eading,
w
writing and mathematical skills typically acqu
uired during
g completio
on of a high
h school pro
ogram”
o
or “advance
ed verbal an
nd written communica
c
ation skills, a
and a highe
er level of g
general kno
owledge
ttypically acq
quired in a college deg
gree progra
am.”
© Merces Consulting Gro
oup, Inc.
JJob Descrip
ption Revieew Guideliines
8 C
Certificatio
ons – List certifications
c
s or license
es only if the
ey are requ
uired for the
e job. If
ccertification itself is not required, but a certifiication accu
urately describes a levvel of skill, yyou
m
may use it as
a an exam
mple, e.g., le
evel of know
wledge of n
network ope
erations con
nsistent witth
a
acquiring Microsoft
M
Windows Netw
work Admin
nistration C
Certification.
K
Knowledge
e of Laws/R
Regulation
ns/Policies
s – State the
e specific re
equirementts and the d
depth of
kknowledge required. Each
E
organ
nization sho
ould have a “glossary” of what terrms like
““understand
ding” “in-depth knowledge” or “ex
xpertise” me
eans, so tha
at the terms can be ap
pplied
cconsistently
y. To ensurre clarity, th
hese statem
ments can a
always have
e the qualiffier of “curre
ent” to
indicate tha
at employee
e have to maintain
m
their knowledg
ge. Example: “Possessses thorou
ugh
kknowledge of current Federal
F
and
d State laws
s and regullations gove
erning the e
employere
employee re
elationship, and the way
w in which
h these are applied to the Corporration”
N
Non-educa
ational kno
owledge (“e
experience
e”) – Neverr simply ind
dicate a certtain numbe
er of
yyears of exp
perience. There
T
are various
v
reas
sons. The o
obvious on
ne is that evveryone lea
arns at a
d
different ratte. The sec
cond, perha
aps more im
mportant rea
ason, is tha
at what an e
employee le
earns
d
during a sett number off years is based on the
eir job and the way the
ey are used
d. What on
ne
e
employee may
m experie
ence in one
e year may take anothe
er ten. It iss better to sstate a speccific
b
body of kno
owledge, with a qualifie
er. Instead of saying ““must have
e 10 years o
of superviso
ory
e
experience”” (which isn
n’t even a good want ad
a statemen
nt), it would
d be better tto say “possesses
h
high level of superviso
ory skill and expertise, including th
he manage
ement and d
development of
m
multiple staff members
s performing jobs of va
arying respo
onsibility an
nd level, typ
pically not
a
acquired in less than five years of progressiv
vely greater levels of rresponsibiliity.”
S
Specific sk
kills – State
e specific sk
kill sets in a way in wh
hich it is eassy to measure whethe
er the
e
employee possesses
p
the
t skills, and if he or she
s does n
not, to be ab
ble to expla
ain exactly w
what the
e
employee needs
n
to do in order to
o prove abiliity with the skill. Manyy skills are important in a
m
medical env
vironment in
n order to be
b fully func
ctioning on a job, altho
ough emplo
oyees may not
n
need to be specifically
y trained. For
F example
e, it is reaso
onable for m
many jobs tto have stattements
ssuch as “mu
ust be familiar with and conversa
ant in basic medical terminology u
used in
ccommunica
ating to patie
ents.
S
Some skills are more general,
g
but it is imporrtant to be sspecific – “ccomputer litterate” is no
ot a
sstatement of
o a skill. A statement such as “ability to use
e Microsoft Word sufficcient to pro
oduce
ssimple corre
espondence and basic
c reports an
nd docume nts” is a go
ood stateme
ent. List an
ny
sspecific softtware progrrams used, and the de
egree to wh
hich an emp
ployee musst know how
w to use
tthem. If the
ere are specific progra
ams used in
n a departm
ment, list the
em and the degree of
e
expertise ne
eeded, e.g.., “employee must hav
ve thorough
h knowledge
e of all the major functtions of
X
XYZ billing software, in
ncluding the
e ability to change
c
dattabases succh as fee schedules.”
N
Nature of Work
W
T
This section
n of the job description
n includes a variety of items that will vary fro
om job to jo
ob.
T
These may include sta
atements ab
bout the lev
vel of directtion (e.g., “w
work is perfformed und
der only
limited guidance) or the complexity of the wo
ork (e.g., “w
work involve
es extensivve research to
d
determine the nature of
o the situattions encou
untered, and
d to determ
mine an app
propriate co
ourse of
a
action”). A glossary off these term
ms should be
b develope
ed for the C
Corporation over time.
© Merces Consulting Gro
oup, Inc.