Job Responsibilities Worksheet
PLEASE NOTE: THIS IS A SAMPLE ONLY
ITS JRW’s MAY NOT NEED TO BE THIS DETAILED
Employee Name:
Current SPEC Title, Grade, Code:
Proposed Working Title:
Rep Area and Work Area
Position Number:
(provided by HR Rep)
Office of Human Resources/Human Resource Development Center
Duties
1.
All Responsibilities
Performance
Standards**
% of
Time
New
Duty
(X)
Essential
Function
* (X)
X
Tasks
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Each Curriculum leader leads assigned area[s] for HRDC programs and services, and contributes
to HRDC and OHR activities in additional area[s]. Assigned areas may include curriculum
area[s], conferences and events (e.g., Women’s Leadership Conference), major training
development programs (e.g., Mastering SuperVision, Penn State Leader, Leadership
Academy/Management Institute) and internal support functions (e.g., client development).
Performance Standards
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No substantiated complaints from customers, colleagues, partners, or affiliates about quality,
performance, service, interactions, or other behaviors. [An “unsubstantiated complaint” is one
from a single person without any type of support that would indicate that the complaint is valid. A
complaint is increasingly substantiated when the amount of validating support increases.]
If customers, colleagues, partners, or affiliates feel that HRDC quality, performance, service,
interactions, or other behaviors fall short of expectations, the manager is informed right away, and
appropriate actions are taken to remedy or contain the shortfall and to ensure that it does not
recur.
From a performance perspective, the primary expectation for Associates is to deliver and to
ensure the delivery high quality programs and services on schedule and within budget.
From a financial perspective, each associate’s ‘fair share contribution’ to meeting HRDC’s shared
financial goal is the primary expectation for Associates. The following guidelines are based on
the average total contact hours per month for years when HRDC has met its financial goal:
 Mean total monthly contact hours for HRD Associates with less than one year of experience:
16
 Mean total monthly contact hours for HRD Associates with more than one year of experience:
32
All responsibilities are completed in accordance with established PSU, OHR, and HRDC policies,
practices, forms, and priorities. Each associate is responsible for being aware of and in
compliance with all relevant policies, practices, forms, and priorities. If there is any uncertainty
or ambiguity about policies, practices, forms, and priorities that apply to a specific situation,
questions are directed to the manager as soon as possible and in advance of related decisions and
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Skills for Job Classification
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actions. While such policies, practices, and forms are too numerous to list here, examples
include:
 Partial Checklist of Standards for Centrally Supported Programs
 The Procedure for Requested Programs
 The HRDC Pricing Structure
 Procedure Manuals for Centrally Supported Programs
 Etc.
One of the key responsibilities of HRD Associates entails development and delivery of programs
and services in assigned areas and in other areas of the HRDC curriculum. More specifically,
Associates are expected to function collectively as an “ensemble” by taking an active role in
developing and delivering components of large-scale initiatives. The rationale for this expectation
is outlined below:
 Because HRD Associates are expected to be HRDC’s highest quality presenters, Associates’
contributions to a large initiative collectively define a ‘critical mass of excellence’ that
establishes the quality, credibility, and image of the initiative.
 One of the effects of this ‘critical mass of excellence’ is to elevate the performance of
affiliates involved with the initiative.
 A prominent role of Associates reinforces customer perceptions of HRDC’s talent and
expertise and thereby markets our programs and services.
 Active participation by Associates in a given initiative increases our flexibility and enables
HRDC to cover unexpected or temporary absences.
 Involvement of several Associates in a large initiative distributes the load for that initiative
and enables the leader of that initiative to add variety to his/her portfolio of activities.
For these and other reasons, each year each Associate is expected to develop and/or deliver the
programs listed below. (The list below is not comprehensive and is intended to illustrate the role
of the Associate in initiatives similar to those listed above.)
 One or more sections of New Employee Orientation
 One section of the Penn State Leader
 One or more Mastering SuperVision seminar *
 One Beyond Mastering SuperVision seminar
 One seminar of the Office Professional Certificate *
 One seminar of the F&B orientation program
 Their fair share [proportional number] of ‘special initiatives’ such as Polycom programs,
Adobe Connect programs, blended programs, etc. *
*
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In general, for these initiatives, the designated Associate is expected to
be the ‘first option’ for seminars on topics in his/her assigned
leadership areas.
Each curriculum leader generates his/her fair share of revenue each year to meet HRDC’s costrecovery goal through the combined income generated by:
 Personally delivering scheduled and requested programs in assigned area[s] and other areas
 Personally delivering coaching, consulting, and facilitation services
 Leading and coordinating the delivery of scheduled and requested programs by other
presenters in assigned area[s]
Each person’s “fair share” is based on consideration of other HRDC commitments that do not
directly generate revenue; a partial list of examples of such commitments includes:
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Leadership of New Employee Orientation and the Working at Penn State section of the
HRDC catalog
 Substantial commitment of time devoted to the development of a large multi-year certificate
program
 Substantial commitment of time devoted to programs and services for OHR staff and/or
Human Resources Representatives
 Assistant Manager’s administrative responsibilities
 Substantial commitment of time devoted to client development activities
 Substantial commitment of time devoted to the development of affiliates
Serve as a resource to HRDC, OHR, and the entire University for expertise in assigned areas
Deliver organizational development consulting and facilitation services which may result in
significant improvements in HRDC clients’ individual, group, organizational performance
These standards are designed to ensure accountability for HRDC’s financial performance while
simultaneously encouraging:
 Flexibility for each individual to capitalize on individual strengths to generate revenue through a
unique combination or training, coaching, consulting, facilitation client development, and project
management
 Collaboration among HRDC staff to achieve our shared financial goal
2.
Needs Assessment
5%
X
Tasks
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Performance
Standards**
In conjunction with the client, assess and compare ideal and actual performance and performance
conditions for the client
Determine the cause of discrepancies between current and ideal performance
Identify and use appropriate tools and strategies to measure individual, work group, or
organizational performance and discrepancies between current and ideal performance
Recommend programs and services to address gaps between current and ideal performance
Maintain and improve assigned areas of HRDC’s overall curriculum of program offerings by
assessing needs and recommending new programs and consulting services for delivery by HRDC
Performance Standards
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Assessments are initiated and led by associates without prompting from the HRDC manager [but
with the approval of the manager] and based on combined consideration of curriculum and client
needs
Data collection, analysis, interpretation, and reporting are timely and accurate, and the scope of
assessment efforts are matched to the level of need and probable benefit
Related Skills
Requires the application of expertise in:
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3.
Application of the full range of data collection methods such as focus groups, surveys,
questionnaires, task analysis, etc.
Data analysis, interpretation, and report writing
Cost-benefit analysis
Information search
Standard methods of systematic observation
Understanding of business and organizational dynamics
Design and Development
20%
X
3a. Seminar, Certificate, and Curriculum Design
Tasks [for all seminar, certificate, and curriculum areas]
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Complete the seminar design worksheet for all programs
Specify written goals and behavioral objectives
Create a broad outline of content
Select and sequence engaging learning activities
Performance Standards
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Performance
Standards**
All design activities and outcomes are consistent with established principles of adult learning and
instructional design
Seminar Design Forms are completed for all programs in the associate’s assigned leadership areas
and all programs delivered by the associate
Related Skills
Requires the application of expertise in:
 Application of principles of adult learning, instructional design, as well as training and
development theories and techniques
 Model building
 Project management
 Objectives preparation
 Writing
3b. Program Development
Tasks
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Produce written, electronic, and/or audiovisual materials related to the delivery of all HRDC
programs and services
Produce a comprehensive range of materials appropriate for a given situation, including Ppt
presentations, participant handouts and worksheets, learner guides, job aids, instructor guides, etc.
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Skills for Job Classification
Performance Standards
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All materials are high-quality, instructionally-effective, engaging, error-free, formatted in
accordance with HRDC format specifications [which may be project specific], project a
professional image [i.e., publication value is acceptable to the HRDC manager], provided to
participants in a timely manner, and cost-efficient
Related Skills
Requires the application of expertise in:
 Application of principles of adult learning, instructional design, as well as training and
development theories and techniques
 Materials and methods meet the specifications defined in the program design
 Cost-benefit analysis
 Writing
 Mastery of appropriate software applications
 Project management
 Information search
4.
Delivery of Programs and Services
30%
X
4a. Professional Development Programs
Tasks
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Performance
Standards**
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Deliver programs to participants in assigned areas and in other areas of the HRDC curriculum
Prepare and transport materials to and from programs delivered at remote locations
Coordinate the delivery of programs that are presented by others in the associate’s assigned areas
Serve as the subject matter expert for the University in assigned areas (e.g., Leadership and
Management, Communication, Personal Effectiveness, Customer Service, etc.)
Continuously monitor the performance of others teaching programs in his/her assigned area[s] and
takes appropriate actions [e.g., feedback, coaching, etc.] in a timely manner to ensure high quality
programs with positive impact.
Prevent and appropriately handle potentially volatile issues that may surface in the delivery and/or
debriefing of professional development programs.
Anticipate, prevent, and resolve problems related to the delivery of programs and services in
assigned areas.
Performance Standards
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Meet the objectives of program design to ensure that the designated learning outcomes are
achieved by participants and that participants are able to apply the knowledge and skills covered
in the program.
The average participant rating (immediate and follow-up) is at least 3.0 (“meets expectations”) for
each program section delivered by the associate and/or by another person for each section in the
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Skills for Job Classification
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associate’s assigned area[s].
In a given year, the overall average participant rating (immediate and follow-up) is at least 3.5
(“meets expectations”) for all programs delivered by the associate and/or by another person for
each offering in his/her assigned area[s].
Related Skills
Requires the application of expertise in:
 Application of principles of adult learning, instructional design, as well as training and
development theories and techniques
 Presentation / teaching / training
 Questioning
 Group process and group dynamics
 Observation of learners and flexibility to adapt to ensure objectives are achieved
 Subject matter covered in the program
4b. Facilitation Services
Tasks
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Tailor and deliver facilitation services to accommodate client needs and preference.
Manage group process and group discussion in various settings by maintaining a positive and
supportive climate that ensures open communication and full group participation while keeping
the group focused on goal-attainment.
Foster more effective and efficient work processes, organizational structures, work relationships,
and performance.
Prevent and appropriately handle potentially volatile issues that may surface in the delivery and/or
debriefing of facilitation services.
Performance Standards
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Meet the previously agreed upon needs and preferences of the client who engaged HRDC to
deliver the services.
The average participant rating (immediate and follow-up) is at least 3.0 (“meets expectations”) for
each facilitated session led by the associate and/or by another person for each session in the
associate’s assigned area[s].
In a given year, the overall average participant rating (immediate and follow-up) is at least 3.5
(“meets expectations”) for all facilitated sessions delivered by the associate and/or by another
person for each offering in his/her assigned area[s].
Related Skills
Requires the application of expertise in:
 Group dynamics
 Group facilitations tools and techniques
 Observation of participants and flexibility to adapt to ensure objectives are achieved
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Conflict management
Group process
Problem analysis
Questioning
Meeting management
Decision-making
4c. Coaching and Consulting Services
Tasks
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Develop and deliver coaching and/or consulting services to individuals, work units, and other
groups [including all levels of leadership and management] served by HRDC.
Tailor and deliver services to accommodate client needs and preference.
Maintain a positive and supportive climate that ensures open communication and full client
participation while keeping focused on goal-attainment.
Foster more effective and efficient work processes, organizational structures, work relationships,
and performance.
Consult with managers, directors, and supervisors who are sincerely looking for assistance in
improving the efficiency and effectiveness of their unit.
Use judgment to respond appropriately when working with supervisors who may be trying to
avoid taking necessary managerial action by substituting training programs or putting the HRD
Associate in the position of handling the employee and/or facilitating groups with participants
who are hostile to each other or toward unit or University policies or procedures.
Assist managers, directors, and supervisors in identifying the root causes of unit issues and
alternatives to address these issues. When appropriate, enable the manager, director, or supervisor
to understand the need for approaches such as facilitated discussion, unit planning, and/or role
clarification, as well as structured training.
When appropriate, help managers to establish or redefine policies and procedures to ensure
alignment with University goals, policies, and procedures.
Surface and resolve conflicts in a constructive fashion that “moves” participants closer to
organizational goals. The risks of failure include such outcomes as: attempts to undermine
management, attempts to sabotage achievement of organizational goals, polarized working
relationships, physical violence, etc.
Performance Standards
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Meet the previously agreed upon needs and preferences of the client who engaged HRDC to
deliver the services.
[Once an evaluation form is implemented] The average participant rating (immediate and followup) is at least 3.0 (“meets expectations”) for each facilitated session led by the associate and/or by
another person for each session in the associate’s assigned area[s].
[Once an evaluation form is implemented] In a given year, the overall average participant rating
(immediate and follow-up) is at least 3.5 (“meets expectations”) for all facilitated sessions
delivered by the associate and/or by another person for each offering in his/her assigned area[s].
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Skills for Job Classification
Related Skills
Requires the application of expertise in:
 Coaching and/or consulting tools and techniques
 Observation of participants and flexibility to adapt to ensure objectives are achieved
 Conflict management
 Group process
 Problem analysis
 Questioning
 Meeting management
 Decision-making
 Expertise in the content areas related to the consulting engagement
5.
Program and Project Management and Administration
30%
X
Tasks
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Performance
Standards**
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Lead and coordinate the delivery of HRDC programs and services,
Manage project by documenting expected outcomes, action steps, responsible individuals, and
target dates for milestones.
Identify, screen, and select presenters to deliver programs,
Negotiate and maintain arrangements with all presenters to deliver programs in assigned areas.
Anticipate, prevent, and resolve problems related to delivery of programs and services in assigned
areas.
Create and maintain appropriate program and client files [both paper and electronic].
Provide client contact updates and reports as required.
Initiate and lead the continuous improvement of all project processes and ensure alignment with
overall HRDC and OHR processes.
Ensure coordination of logistics involving presenters, schedules, facilities, equipment, materials,
and food service for delivery of all programs and services in assigned areas.
Monitor budget for assigned areas.
Develop reports summarizing training and consulting activities in assigned areas.
Recommend the purchase of vendor materials: coordinate acquisition of training/consulting
materials and other resources for the HRDC library in assigned areas.
Identify, pilot, and apply new theory, research, concepts, technology, models, etc. to improve
individual and/or organizational performance.
Performance Standards
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Revenue generated in the cost-center for each assigned area equals or exceeds total direct and
indirect costs each year.
Timelines for major milestones and all deliverables are documented in a project management plan
and approved by the manager in advance; all deadlines are met unless a revised target date is
approved in advance by the manager; all members of the project team and other staff who are
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Skills for Job Classification
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impacted by the project have a current copy of the project management plan.
Processes for ensuring client satisfaction, marketing, delivery, evaluation, and administration are
documented, time-efficient, cost-effective, and consistently followed by all support staff,
colleagues, partners, affiliates, and other stake holders.
Appropriate facilities and equipment are selected, scheduled, and billed.
Project and client files [paper and electronic] are well organized, current, and comprehensive.
A current unmarked copy and an edit master of all centrally supported [and other] programs are
maintained in an area that is accessible to all HRDC staff at all times.
All project processes are effective, efficient, and aligned with overall HRDC and OHR processes.
Logistics involving presenters, schedules, facilities, equipment, materials, and food service meet
customer expectations and are error-free.
Related Skills
Requires the application of expertise in:
 Cost-benefit analysis
 Information search
 Project management
 Relationship building
 Facilities planning
 Negotiation
 Records management
 Budget administration
 Model building
 Data analysis, interpretation, and reporting
 Writing
6.
Evaluation of Programs and Services
10%
X
Tasks
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Performance
Standards**
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Follow and comply with established HRDC practices related to the evaluation of HRDC programs
and services.
Ensure that each program and service is evaluated with the appropriate HRDC evaluation form.
Ensure that overall post-program evaluations are completed for centrally supported programs as
required by the HRDC manager and/or desired by the associate.
Ensure that six-month follow-up evaluations are completed for centrally supported programs as
required by the HRDC manager and/or desired by the associate.
Distribute evaluation summaries to presenters in all assigned areas.
Performance Standards

Established HRDC practices related to the evaluation of HRDC programs and services are
consistently followed.
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All programs and services are evaluated with the appropriate HRDC evaluation form.
Overall post-program evaluations are completed within two weeks of the end of the program, and
summary reports are submitted to the manager within one month of data collection. Reports are
error free, accurate, comprehensive, well organized, and well written.
Six month follow up evaluations are completed within seven months of the end of the program,
and summary reports are submitted to the manager within one month of data collection. Reports
are error free, accurate, comprehensive, well organized, and well written.
Distribute evaluation summaries to the HRDC manager and all presenters within two weeks of the
report’s development.
Related Skills
Requires the application of expertise in:
 Program evaluation
Data analysis, interpretation, and report writing
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Skills for Job Classification
Competency Definitions
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Adult learning understanding – knowing how adults acquire and use knowledge, skills, attitudes;
understanding individual differences in learning
Budget administration – project, monitor, coordinate the management of, and report on project expenses
and income
Business understanding—knowing how the functions of a business work and relate to each other;
knowing the potential economic impact of business decisions
Coaching—helping individuals recognize and understand personal needs, values, problems, alternatives,
and goals
Computer competence—understanding and ability to use designated computer programs
Cost-benefit analysis—assessing alternatives in terms of their financial, psychological, and strategic
advantages and disadvantages
Data reduction—scanning, synthesizing, and drawing conclusions from data
Budget administration—making financial decisions that reflect organizational and departmental
priorities, forecasting is accurate and realistic, and methods for detecting and correcting variances
included.
Facilities planning—planning and coordinating logistics in an efficient and cost-effective manner
Feedback—communicating information, opinions, observations, and conclusions so that they are
understood and can be acted upon
Group process—influencing groups so that tasks, relationships, and individual needs are appropriately
addressed
Industry understanding—knowing the key concepts and variables that define an industry or sector, such
as critical issues, economic vulnerabilities, measurements, distribution channels, inputs, outputs, and
information sources
Information search—skill in gathering information from printed, recorded, or other sources; identifying
and using information specialists and reference services
Model building—conceptualizing and developing theoretical and practical frameworks that describe
complex ideas in understandable, usable ways
Negotiation—securing win-win agreements while successfully presenting a special interest in a decision
Objectives preparation—preparing clear statements which describe desired outputs/outcomes
Observing skill—recognizing objectively what is happening in or across situations
Organization behavior understanding—recognizing the ways in which organizations are dynamic,
political, economic and social systems with multiple goals and using this larger perspective as a
framework for understanding and influencing events and change
Organization-development theories and techniques—knowledge of the rationale for and tools required
for successful inter- and intra-unit relationships to initiate and manage change in an organization
Performance observation—skill in tracking and describing behaviors and their effects
Presentation—presenting materially orally so that the intended purpose is achieved
Project management—skill in planning, organizing, and monitoring work to ensure outputs are produced
according to specifications on time and on budget
Records management—storing data in an easily retrievable form
Relationship-building—establishing relationships and networks across a broad range of people and
groups
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Skills for Job Classification
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Questioning—gathering information by stimulating insight in individuals and groups through interviews,
questionnaires and other methods
Subject matter understanding—knowing the content of a given function or discipline
Team-building skill—helping a group function as a unit, fostering morale, trust, cohesiveness,
communication, and productivity to reach common goals
Visioning—projecting trends and visualizing possible futures and their implications
Writing—preparing written material that follows generally-accepted rules of style and form, is
appropriate for the audience, is creative, and accomplishes its intended purpose
* The essential functions should describe the reasons a job exists; it includes those duties and tasks that are
fundamental to the position. This is required by the Americans with Disabilities Act (ADA).
** Performance standards should reflect results that are expected when a job is performed satisfactorily.
Performance standards should be: specific, measurable, attainable, result-oriented, and time-framed.
Scope Data
Scope describes the extent or range of operation for a job. Please give examples of the size and extent of
activity over which this job has control or has impact., such as size of budgets, numbers of students, numbers
of faculty supported, extent of impact (department-wide, college-wide, university-wide)
Staff in this position have a significant impact on the knowledge, skills, and attitudes of Penn State faculty
and staff who benefit from HRDC programs and services. The work of the faculty and staff who benefit
from HRDC programs and services, in turns, impacts the University’s efficiency, customer satisfaction, and
the quality of the University’s programs and services.
Organizational Chart
Please attach or insert an organizational chart that depicts the reporting relationship of this job. If the job
reports to a department within a larger organization, please show the overall
reporting structure.
HRDC Mgr
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HRDC Asste
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