Before proceeding to link collaborators to the company, we must be very clear about the nomenclature or name of the position, inherent functions, position in which we are going to place them within the current organizational structure, hierarchical dependence and what their duties and responsibilities would be specifically.
The location in the organizational structure has a direct relationship with the activity or trade that the new employee is going to perform, and in fact, the situation is made easy by preparing a list of the predominant activities or those that gave rise to the position.
If, for example, the person to be linked would be in charge of keeping the billing records issued by the company, it seems to us that it could be someone who would work in the commercial department, but if they must also monitor their expiration dates, Now our thinking changes and we define that it will surely collaborate with the accounting department, etc., and as the area will have its own structure, now we will establish to whom it should report its activity and in fact the results of its management.
It is easy to establish internal relationships between the different positions when each of the people who work for the company knows for sure the activities they must carry out, the frequency with which they must carry them out, to whom they should report their results and from whom they would be receiving instructions. permanent or periodic, to carry out the tasks related to their work.
Definition of profiles
We know in practice two profiles: profile of the position and profile of the candidate, formats that are filled out separately, this not to mention the unique way that some companies use in which both profiles are unified in a single document, and in the logical order Job Profile and Candidate Profile.
The profile of the position is nothing more than the definition of the position, which includes the list of activities that a person would develop when occupying it.
The process of creating any position should be started by establishing a list of activities that the person who would occupy it must carry out. We will give this list of activities an order of importance in the writing, going from the most important activities, which surely gave rise to its creation, to the most simple and repetitive, or those of the daily do.
Candidate profile - Requirements to exercise the position:
When we have drafted the functions that the holder of the position we are creating would have to perform, it is time to think about the requirements that the best development of activities demands, academically, physically and in relation to previous experiences.
The objective will be to relate the functions and / or activities that the person occupying the position must carry out with the knowledge, experience and physical conditions necessary.
There will always be a minimum knowledge requirement, be it general or specific. Every position requires the fulfillment of some body conditions and that would be related to physical effort, visual acuity, etc., or simply no particular requirement. Similarly, the subject of experience is presented, which for some cases will play a very important role in the performance of the incumbent or the consideration that "experience in previous positions" is not a transcendent fact.
As we can see, the design of each position will show us the different facets that in turn will help us to establish the requirements of the same (Education, physical aspects and / or experience), many times marked well by the knowledge of the intrinsic activities of the position or at the discretion of the people who have been entrusted with the mission of designing it.
Importance
In some companies, this activity is considered unnecessary and they prefer to have the freedom to use people in the events that are presented, activities normally extra to those of their main routine.
One of the reasons, most often argued, is that to the extent that people are established functions to fulfill, the situation could arise that they would be in a position to refuse to carry out an extra activity, simply because it is not appropriate. your competition.
Logic would tell us that when the company reaches a certain degree of organization and the purpose of its activities is clear, situations isolated from the functions and responsibilities already established will be very casual.
I recall the 70s in which some companies, even in employment contracts, established as a position to occupy that of "various trades" regardless of the specific work that the hired person was to perform and thus play with the position of the new collaborator, without committing to place him in a single activity, even if the real reason for the contract was known deep down.
It is important that both the company and each of its collaborators know what their specific functions are and in fact the responsibilities that fall within them.
Who do I get orders from?
There is an elementary principle that says that each person will receive orders from a single boss. This is clear. Each worker must know who her immediate boss is and to whom she must report the result of her work.
Mainly in family businesses, where they frequently dispute who has more power than who, situations like these generate anarchy. It goes to the extreme of throwing back orders already given, received and what is worse in full execution, with the sole purpose of demonstrating power. Imagine the position of a worker faced with such a circumstance.
When the worker knows the functions of his position, the demands of academic order, experience and physical conditions required, understands the hierarchical line and knows what position he could aspire to if he meets other requirements, he will feel stimulated to try to advance within the structure of the company and more if it contemplates it within its personnel promotion policies and taking into account its active workers for possible promotions and what is better, respects such condition.
Functions description:
The content of the information contained in the Profiles must be summarized in a document popularly known as Description of Duties.
This document will serve as support and guide in the selection activity for new collaborators.
I consider it advisable that a copy of this document be given to the new collaborator as an integral part of their employment contract.
Performance evaluation:
When we know perfectly what each of our workers does, it will be easy for us to establish a follow-up of their activities and results, allowing us to establish a performance evaluation program, which offers the worker and the company an unimaginable amount of advantages and benefits. I will deal with this in a future article.
