The End of the Job Description

"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. It makes sense to re-shape this key document so that it is comprehensive and serves its many purposes well. 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

'That's not my job.' If you don't want your employees to say that, why do you start your relationship by giving them a narrow task and competency focused description of their job?'That's not my job.' If you don't want your employees to say that, why do you start your relationship by giving them a narrow task and competency focused description of their job? We need people to fulfil many different roles at work yes the need to do their job, but they also need to contribute positive energy, collaborate, and take personal reasonability for innovation and personal development. How do they fit into a traditional job description? It is futile persevering with the job description borne out of the scientific management movement one hundred years ago. The world of work is vastly different to the assembly lines of the Ford Motor Company of the early twentieth-century. Building on the phenomenal success of The End of the Performance Review, Baker examines four essential 'Non-Job' roles that all employees must fulfil and shows how to create meaningful role descriptions that can help you recruit better people and enable them to deliver better results.