Job design as described above takes place when a new job is created or an existing job
is substantially changed, often following a reorganization. But the part people play in
carrying out their jobs – their roles – can evolve over time as people grow into them
and grow with them, and as incremental changes take place in the scope of the work
and the degree to which individuals are free to act (their autonomy). Roles will be developed as people develop in them, responding to opportunities and changing
demands, acquiring new skills and developing competencies.
Role development is a continuous process which takes place in the context of day to day work, and it is therefore a matter between managers and the members of their teams. It involves agreeing definitions of key results areas and competency requirements as they evolve. When these change – as they probably will in all except the most routine jobs – it is desirable to achieve mutual understanding of new expectations. The forces should be on role flexibility – giving people the chance to develop their roles by making better and extended use of their skills and capabilities.
The process of understanding how roles are developing and agreeing the implications can take place within the framework of performance management as described in Part VII, where the performance agreement, which is updated regularly, spells out the outcomes (key result areas) and the competency requirements. It is necessary to ensure that managers, team leaders and employees generally acquire the skills necessary to define roles within the performance management framework, taking into account the principles of job design set out earlier in this chapter. Ways in which role profiles can be set out are described in Chapter 13.
Role development is a continuous process which takes place in the context of day to day work, and it is therefore a matter between managers and the members of their teams. It involves agreeing definitions of key results areas and competency requirements as they evolve. When these change – as they probably will in all except the most routine jobs – it is desirable to achieve mutual understanding of new expectations. The forces should be on role flexibility – giving people the chance to develop their roles by making better and extended use of their skills and capabilities.
The process of understanding how roles are developing and agreeing the implications can take place within the framework of performance management as described in Part VII, where the performance agreement, which is updated regularly, spells out the outcomes (key result areas) and the competency requirements. It is necessary to ensure that managers, team leaders and employees generally acquire the skills necessary to define roles within the performance management framework, taking into account the principles of job design set out earlier in this chapter. Ways in which role profiles can be set out are described in Chapter 13.
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