Guidelines for Writing Job Profiles
I. Introduction
This document and its appendices contain detailed information to create and maintain
consistent job profiles.
The University has two distinct staff groups that these guidelines apply to; AUPE and
Management and
Professional Staff (MaPS). While the University of Calgary fully intends to adhere to the
practices contained in
this document, the statements and guidelines neither provide nor intend to establish strict
procedures in all
instances, they define intent and provide direction. Although the guidelines reflect current
practice, they may
be changed at any time.
A job profile, also known as a job description, is a key resource for Managers, Employees, and
Human
Resources, providing important information to assist in hiring, developing and managing people.
It is also
helpful to employees, outlining the scope of a position, communicating base expectations, and
setting priorities
for a role.
As positions evolve, job profiles need to be reviewed and updated. The annual performance
discussion is an
ideal time to do this, and at the very least job profiles should be reviewed when a vacancy
occurs. If you are
creating a job profile while the position is occupied, it is important to review the draft with your
employee(s)
before finalizing the document; better yet, engage them in a discussion and even in the
preparation of the
profile.
For information on classifying positions and obtaining the necessary approvals to create
positions, contact your
Partner or Advisor, Human Resources.
II. Purpose of Job Profile
Job profiles are an important source as they contain information about the relationship of
positions within the
University and provide information as to the overall function of a department or organizational
unit.
Job profiles are also an important part of the job evaluation and job review processes. Job
profiles are a
necessity for job evaluation; the process where the family and phase of a job are determined.
The job profiles
are a common ground for the duties the employer asks the employee to perform and the duties
the employee
knows he or she is expected to perform.
A job profile is also a resource to:
end results
and
development
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III. Preparing to Write a Job Profile
When creating job profiles at the University of Calgary, there are several sections, steps, and
individuals
involved. Job profiles describe the most important attributes of the position as it is being
performed and should
contain the following:
not any specific individual who might fill the
position
ain current and complete information and they should be written for the position as it
currently
exists, not as what is has been in the past or what it is anticipated to be in the future
s to convey the responsibilities
When working with a job profile, there are a few different parties involved who should be
providing input:
– liaise between department and Compensation
– can provide a more objective and consistent approach to analyzing
job
content
– can provide important validation of incumbent input
It is important to note that the job profile not only captures the primary purpose of the role, but
should reflect
the major activities involved in the work performed and then consider what is done in relation
to each of these
key areas and what the end results should be. The job profile should give the reader a full
understanding of
the position, how it is done, and why.
The AUPE Job Placement Manual can be used as a reference when creating job profiles for
unionized jobs.
This manual is available online via the Human Resources website or through contacting your
Partner or
Advisor, Human Resources. Language is also available in the Job Profile Language Guide
however, do not
rely on the generic information to support the description of your job. It is only a guide that
together with some
of the information introduced further on, will help to create solid job profiles.
When creating job profiles for MaPS positions, we follow the Public Service Employee Relations
Act (PSERA).
This is a Provincial Act located at http://www.qp.alberta.ca which determines what types of
positions are able
to be excluded from the bargaining unit. Depending on the criteria to exclude the position, it
may be required
to document in the profile.
Lastly, a job profile provides a description of the necessary characteristics in order to perform a
job effectively.
For helpful hints, suggestions, and guidance please contact your Partner or Advisor, Human
Resources.
IV. Language Used for Writing a Job Profile
One of the most important steps in preparing to write a job profile is accurately describing the
requirements.
1. Group common functions together.
2. Review the words on the job profile. Do they accurately describe what is being done?
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3. Avoid using vague or open ended terms as this will leave the job profile open to
interpretation at a later
date. State what the function is, how it is done and indicate why or the end result.
4. Always use action verbs to start the function statement.
5. Do not overstate or understate the sections.
6. Use modern language (eg. Human Resources not Personnel).
Choosing the right words is important. For example, the term “manages”, usually means there
is some level of
management or supervision of employees, or full accountability for the end results. It may not
be the
appropriate choice of words for a clerical position.
Other Tips and Examples
Administers is term often misused. It implies a managerial role with an involvement to direct
the
execution or application of a process or procedure. For many clerical positions, administers
would be
the wrong word to use. For example, the position may follow procedures in processing requests
under
a specific program, rather than administer the program
controls implies a level of authority, job profiles often use this term inappropriately.
The
authority to control the program or activity may actually rest elsewhere. The position may
monitor or
check items or processes
determines in a statement implies the position has some level of authority. In
some
cases, the terms such as checks, audits, or identifies may be better words to describe the true
level of
accountability
Types meeting minutes relays a clear message
whereas
produces documents says very little. If you follow a what, how and why format this will avoid
this pitfall
responsible if left without a description to clarify how, renders a job description
meaningless.
Responsible for the department mail. Responsible how (eg. by opening, sorting, determining
the
priority of mail, responding, etc)
Participates opens the door to broad interpretation, however, participates with a how
included is a
meaningful statement (eg. participates in the department strategic planning process by setting
the
organizational goals for the upcoming year)
May implies discretion. May develop policies. When and how often does the employee do
this? What
is the impact (eg. team, department, Faculty, campus, etc)
Additional language is provided in the Job Profile Language Guide. For access to this guide,
please contact
your Partner or Advisor, Human Resources.
V. Step by Step Walkthrough of Job Profile Structure
The following steps and examples will assist with developing a position description. The
University of Calgary
currently uses the Job Profile Database (JPD) tool as a database for Job Profiles. The standard
structure
contains the following sections:
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6
ation
The following sections and examples will help to provide the necessary framework to construct
a job profile.
Section 1 – Position Information
Sample Job Profile Position Information:
Job Profile
JPD Number: HR123
Job Title: Team Lead, Ability Management
Date: March 20, 2014
Faculty/Admin Area: Human Resources
Department/Unit: Total Rewards
Job Family (proposed): MaPS
Development Phase (proposed): P1
*see Appendix B for remainder of sample
When choosing a title for the position, the following guidelines should be considered:
– titles such as “Analyst”, “Instructor”, “Specialist”, and “Advisor”
indicate
the general nature of the work whereas titles such as “Lead”, “Senior”, and “Manager” indicate
the level
of work
across
campus
– there are only 30 characters (including spaces) available in
PeopleSoft
– titles which overstate the importance of the job can contribute
to difficulty
in matching jobs to surveys, working with comparables, and create pressure among other job
families.
The nature and level of work should be easily understood
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Example of Position Titles:
Inflated Title Actual Translation
Program Director Program Coordinator
Manager, Administrative Team Lead
Services
Section 2 – Nature of Work
Sample Nature of Work:
The Staff Wellness Centre supports and empowers staff to achieve and maintain good health
and
well-being through a full spectrum of wellness programs including, but not limited to;
health
promotion, Employee and Family Assistance, ability management, and ergonomics. As a
member
of the Staff Wellness Centre team, this position reports to the Manager, Staff Wellness
Centre in
Total Rewards, Human Resources and will have campus wide impact. This requires
working
closely with staff and a multitude of internal and external stakeholders (eg. Workers
Compensation
Board). This position works 35 hours per week and is a part of the Management and
Professional
Staff (MaPS) group.
*see Appendix B for remainder of sample
The Nature of Work identifies the basic aspects of the position and its surrounding
environment. Specific data
should be provided:
s of positions that directly report to it
o Travel
o Work with hazardous materials
o The impact of error
Some other Questions to assist you:
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8
relationships with
this position (eg. Alberta Health Services, Research Accounting)?
Primary Purpose
Section 3 –
In approximately two to five sentences, summarize the main function of the position and the
key activities to
describe the purpose. This brief descriptor should give a high level overview of the position and
should not
describe the function or purpose of the business unit or department. It can be helpful to
complete the
Accountabilities section first (including tasks/duties) and summarize in the Primary Purpose
after completed.
Questions to assist you:
Sample Primary Purpose:
The primary purpose of this position is to oversee the work of the Consultant, Abilities
Management
team and provide specialized absence and disability management related coordination
and
consultation to the University community focusing on integrated health and disability
initiatives to
lessen the impact of injury or illness and return staff to a place of optimal health. This
position
provides expert counsel to the University community, makes independent decisions that
can be
defended, applies excellent communication skills to work collaboratively with stakeholders,
and
creatively negotiates boundaries and solves complex problems. This requires working closely
with
staff and a multitude of internal and external stakeholders to help appropriately manage
the
workforce in the areas of sick leave, long term disability (LTD), human rights legislation,
accommodation, attendance management, and Workers Compensation (WCB).
*see Appendix B for remainder of sample
Section 4 – Education and Qualifications
Position requirements include the education, experience, knowledge, skills and abilities
required to perform in
the position.
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9
Brainstorming
picture of what
you are looking for when hiring for the position
e to have” qualifications as ‘preferred’ or ‘an asset’
Education and Experience
ourses and/or
training
required. Identify licenses, registration requirements, and professional memberships required
to
perform in the position.
Supervisory, directly related, 2 years, etc).
Knowledge, Skills and Abilities
required
for the position.
or ‘an
asset’.
Questions to assist you:
red? Be specific about the type, quantity and quality of
experience
erform the duties (eg. ability to plan and organize
projects)
duty is
carried (eg. computer programming skills, customer service skills)
and abilities are required to manage/supervise employees
A quick note about Bona Fide Occupational Requirements - A Bona Fide Occupational
Requirement
(BFOR) is defined as a “standard or rule that is integral to carrying out the functions of a specific
position.” For
this to be considered a requirement, the employer must prove that any accommodation to this
requirement
would cause hardship on the organization. For further information about BFORs, please see the
Partner or
Advisor, Human Resources for the area or go to the following website http://www.chrcccdp.ca/discrimination/occupational-eng.aspx.
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Sample Education and Qualifications:
management or vocational rehabilitation
SS, RVP, CRTWC, CDMP)
asset
is an asset
asset
*see Appendix B for remainder of sample
Accountabilities, Tasks, and Duties
Section 5 –
Suggested Steps:
1. List the specific, regular and ongoing accountabilities and responsibilities that make up the
core
functions of the job. A strong job profile will have a comprehensive list of accountabilities.
2. Group duties together with a common purpose and continue until every major aspect of the
position is
represented. It is common practice to reflect a disclaimer statement such as “May perform
other duties
as assigned”.
3. Arrange in order of importance to the organization and in a way that demonstrates continuity
of
function, providing an overall view of the position.
4. Check the language. Are the primary responsibilities of the position included? Have you
used
appropriate statements to describe the accountabilities and responsibilities which can be
understood by
people outside the department?
5. Assign percentages (optional). In the first draft of the job profile, it can be helpful to assign
percentages to accountabilities. If you have less essential responsibilities (eg. performed less
than 5%
of the time), are they necessary to include?
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Sample Accountabilities:
LEADERSHIP (30%)
identifying business goals and plans, recommending best practices, coordinating
workflow and workloads, and reviewing work to ensure consistency of practices
PROGRAM MANAGEMENT (20%)
ning, developing, implementing, evaluating, and maintaining absence and
disability related policies and programs
agreements, and contracts, ensuring compliance and fair and consistent administration
across the University
costs from lost productivity, absence, and illness
*see Appendix B for remainder of sample
NOTE: The Accountabilities Section is one of the most important pieces of the job profile. You
may want to
spend the majority of your time working with this section to ensure it is clear and concise when
explaining the
position.
Section 6 – Occupational Health and Safety
The University’s Occupational Health and Safety Policy specifies the detailed health and safety
responsibilities
conferred on individuals under the University’s Occupational Health and Safety
Management System
(OHSMS). These responsibilities are based in part on ensuring compliance with the
Alberta Occupational
Health and Safety Act, Regulation and Code.
As a result, every job profile must reflect these responsibilities related to Occupational
Health and Safety to
ensure staff members are aware of these.
and Safety
Policy
expectations of the University’s Occupational Health
and Safety
Management System (OHSMS) and applicable Faculty/Departmental/Unit specific health
and safety
policies and procedures
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Safety Act,
Regulation and Code and other health and safety legislation as applicable
Ensure the incumbent understands this is built within the profile and not necessary to
create a separate
section. There may be further OHS related accountabilities depending on the position which
can be described
in the Accountabilities Section. Please contact the Partner or Advisor, Human Resources for
assistance.
Section 7 – Core Competencies
The University of Calgary has established 8 core competencies that flow from its mission and
values.
Competencies define the behaviors, knowledge, and skills important for the University of
Calgary staff. Further
information about the competencies and detailed definitions can be accessed on the Human
Resources
website at www.ucalgary.ca/hr/learn or by contacting Human Resources. Job profiles in the JPD
require the
identification of competencies as either Critical or Core and this step will complete the profile.
VI. Tips
changes and
how much, if any, the position has evolved over time
cular
person
derstand
Job Profile Language Guide for appropriate language options
VII. Summary
Job profiles are a worthwhile investment as they show how the goals of the organization are
translated into
individual jobs. Used this way, they clarify expected end results and provide a communication
tool between
the manager and direct reports.
Putting in the effort and information at the beginning will assist the Manager, Department,
Employee, and
Human Resources in understanding the position and its place within the organization. It also
supports
stakeholders in the overall planning if there is an additional position required, backfilling
terminations and/or
leaves, and will assist with the job review process.
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VIII. Next Steps
1. Once the job profile is written and complete, please forward to your Partner or Advisor,
Human
Resources for review.
2. The job profile is forwarded by the Partner or Advisor, Human Resources to the
Compensation Team
for review and evaluation, which will take a few days. The Compensation Team will contact the
Partner
or Advisor, Human Resources with any questions and provide the finalized job family, phase, and
job
code.
3. Ensure the job profile is in the JPD.
4. If posting, create a Job Opening Request Form in PeopleSoft (TAM). The request will travel
through
the necessary approval steps and will post to the University of Calgary Careers page for viewing.
IX. How to Get Help
If there are any issues with writing job profiles, please contact your Partner or Advisor, Human
Resources for
assistance. They will engage the support of the Compensation Team as necessary.
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Appendix
A. Reference List
1. Gather your information; an organization chart, other job descriptions, and department
objectives, so that you know what has to be done by each job in the department.
2. Jot down in one or two statements with the main functions of the job.
3. Group the short function statements together into common areas: supervisory, clerical
duties, technical, etc.
4. Work with the statements so each identifies what is being done, how it is done, and
why. This puts the statement into perspective.
5. Check the words used
a. Do they say what you mean?
b. Are there unnecessary technical terms?
c. Are there references to equipment by brand name?
d. Are there abbreviations that mean nothing to others?
6. Check for gender bias. Are there function statements biased towards a male or female
perspective?
7. Review statements. Remove reference to performance criteria or facility policies.
8. List the required qualifications. Use negotiated standards (eg: AUPE Job Placement
Manual) as your guide.
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B. Sample Job Profile
Job Profile
JPD Number:
HR123
Job Title: Team Lead, Ability Management
Date: March 20, 2014
Faculty/Admin Area: Human Resources
Department/Unit: Total Rewards
Job Family (proposed): MaPS
Development Phase (proposed): P1
Nature of the Work (To whom position reports, complexity and amount of work/peak periods,
other
conditions: eg shift work, callout dangerous or stressful conditions etc):
The Staff Wellness Centre supports and empowers staff to achieve and maintain good health
and well-being
through a full spectrum of wellness programs including, but not limited to; health
promotion, Employee and
Family Assistance, ability management, and ergonomics.
As a member of the Staff Wellness Centre team, this position reports to the Manager, Staff
Wellness Centre in
Total Rewards, Human Resources.
Primary Purpose of the Position (Key purpose, functions, roles):
The primary purpose of this position is to oversee the work of the Abilities Management
Consultant team and
provide specialized absence and disability management related coordination and consultation
to the University
community focusing on integrated health and disability initiatives to lessen the impact of injury
or illness and
return staff to a place of optimal health. This requires working closely with staff and a multitude
of internal and
external stakeholders to help appropriately manage the workforce in the areas of sick leave,
long term
disability (LTD), human rights legislation, accommodation, attendance management, and
Workers
Compensation (WCB).
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The Ability Management Team Lead role is responsible for supervising the Ability
Management Consultants
and proactively managing the various absence and disability related occupational and non
occupational
programs and claims associated with different staff groups across the University.
This position provides expert counsel to the University community, makes independent
decisions that can be
defended, applies excellent communication skills to work collaboratively with stakeholders,
and creatively
negotiates boundaries and solves complex problems.
Qualifications/Expertise Required:
lth/social sciences or other relevant education related to disability
management or vocational rehabilitation
claims adjudication, case
management, vocational rehabilitation, including demonstrated understanding of group
benefit plans
and administrative processes relating to case management
nsidered
management skills
clients and
other stakeholders
an asset
Accountabilities (Results and outcomes expected when roles are carried out successfully. If
desired, add a
list of specific tasks/duties in the following section):
Under the umbrella of the Staff Wellness Centres' strategic health continuum, the Ability
Management
Consultant is responsible for the following major areas:
LEADERSHIP (30%)
identifying
business goals and plans, recommending best practices, coordinating workflow and
workloads, and
reviewing work to ensure consistency of practices
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appropriately
escalate emerging issues to the Manager
th various areas to resolve conflict or issues related to complex cases or service
delivery
to ensure proper resolution
issues.
This includes balancing service delivery capabilities with client expectations.
PROGRAM MANAGEMENT (20%)
disability related
policies and programs
contracts,
ensuring compliance and fair and consistent administration across the University
from lost
productivity, absence, and illness and provide recommendations for continuous improvement
presentations,
website, information packages, checklists)
CLIENT RELATIONS (15%)
, and support to the Human Resources
team,
managers and staff in the areas of sick leave, disability management, payment of program
benefits,
accommodation, cost containment, and workforce management
team,
Human Resources, external service providers and insurers, Department Heads, Managers,
Supervisors, unions, Medical providers, staff, etc.)
gular meetings with client areas to keep them apprised of claim status (sick, LTD, and
WCB) and
provide guidance on health and disability related issues
ergonomics,
medical providers, insurance carriers) and act as a liaison to these services as required
Compensation Claims
ssions on absence and disability related practices, such
as
accommodation and attendance management
CLAIMS MANAGEMENT (10%)
et and apply medical information, disability duration guidelines, work restrictions, and
accommodation hierarchy
on the claims are appropriate, and coordinate
return to
work
(sick, LTD,
or WCB), including arranging referrals, independent medicals and functional capacity exams,
etc.
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contact
with stakeholders and proactively addressing barriers
claims
management
ATTENDANCE SUPPORT (10%)
affecting a
staff member’s ability to attend work on a regular basis
nd managers on their attendance issues, including helping to
separate culpable from non-culpable absences
ANALYSIS AND REPORTING (15%)
in accurate electronic and paper records regarding absences and
disabilities, and
provide regular reporting
accordance with
privacy legislation
Core Competencies
The University has established 8 core competencies that flow from its mission and values.
Competencies define the behaviours, knowledge and skills important for University of Calgary
staff.
Further information about the 8 competencies, and detailed definitions can be accessed on
the Human
Resources website http://www.ucalgary.ca/hr/learn/, or through contacting Human
Resources.
Each of the 8 competencies is important for staff at the University. Applying relative
weightings to them
identifies which of the 8 are especially important for a particular position. Relative weightings
assist
with selection and performance development processes. Most job profiles have up to 3
competencies
selected as having CRITICAL IMPORTANCE, with the rest being selected as having CORE
IMPORTANCE.
COMMUNICATION: Ability to share information in an effective and collaborative manner.
Critical Importance
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FLEXIBILITY: Ability to adapt and respond to the changing environment and to constructively
create
opportunities for change through active participation.
Core Importance
INNOVATIVENESS/INITIATIVE: Ability to be creative, challenge and demonstrate initiative to
generate
improvements and foster positive outcomes.
Core Importance
KNOWLEDGE AND TECHNICAL SKILLS: Ability to demonstrate proficiency in technical and job
knowledge aspects of the position to achieve a high level of performance. An ability and
desire to
continuously learn.
Critical Importance
LEADERSHIP: Ability to achieve positive outcomes by encouraging, supporting, coaching,
developing
and mentoring others.
Critical Importance
PERSONAL EFFECTIVENESS: Ability to demonstrate respect, dignity and integrity in
interpersonal
relationships and to demonstrate positive personal coping and wellness strategies.
Core Importance
TEAMWORK: Ability to function effectively in team situations both within and across
departments and
other organizations to achieve optimal collective results.
Critical Importance
UNIVERSITY UNDERSTANDING: Ability to demonstrate effectiveness within the University
environment
and demonstrate an understanding of the University context.
Core Importance
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