While job descriptions may not legally be required, they are important because they ensure compliance with federal and state labor and employment laws, clearly define job requirements and responsibilities, and provide protection. There are a compelling practical and legal reasons to request a well-written job description.
The well-written job description
A job description should paint a realistic picture of the tasks and responsibilities of a specific position. It can include job title, purpose, duties, and responsibilities, and include the qualifications, education, experience, and knowledge, skills, and abilities needed to qualify for the position. Both the employee and employer benefit from the description---the employee is clear about the assignments that fall within his/her purview and the employer identify candidates meet the threshold requirements. It can become the foundation for clarifying and enhancing communication between employers and employees, prevent lawsuits, and increase productivity.
What…no job description???
In a perfect world, all employees would begin employment with a clearly defined overview of their responsibilities. According to Office Manager Emily Daniel, the description is necessary to protect the candidate, especially from wrongful discharge, as well as to communicate an owner’s expectations to the manager.
So, what happens if the practice manager position you’ve interview for does not come with a job description? Daniel recommends that before accepting an offer, work with the employer to construct a description that adequately reflects job tasks.
She suggests using online resources, especially the job description templates available through the Veterinary Hospital Managers Association (VHMA). This was the path she followed to create a document that she and the owner agreed upon. She also urges managers to speak with others in the field to gain further insights and guidance.
Nailing it!
When Practice Manager Melissa Filarecki assumed her position, she was eager to get to work and initially was called upon to handle an array of diverse tasks because a job description had not been created for the position. Although she responded to these requests with alacrity, she realized that she could not be all things to the practice and understood that she needed to clarify expectations were and define what fell within the scope of her job.
Early on, Filarecki began keeping a daily journal notating the tasks she performed and the amount of time she spent on each task. Additionally, she annotated her entries and indicated whether she felt the task was a personal strength or weakness. She identified the tasks that should be delegated to others. Filarecki stressed the importance of delegating to others: “You can’t do it all. It’s important to let others shine!”
After six months of journal-keeping, she reviewed her entries and presented the information to the owner in a format that demonstrated what she was doing, what she should be doing, and where there were gaps.
Filarecki added that even those who are working with a job description should consider keeping a work journal. “I cannot emphasize enough how important keeping a journal is. If you find yourself consistently doing duties outside of the description, journal them and bring them to the practice 0wner. They can decide if that should be part of your description or if that is something to delegate. If you do not have an active owner, then you can take that opportunity to expand upon your own duties and delegate those that you might fit someone else’s position better,” she advised.
Using the job description to advocate for your role
A job description is not static. It should be updated periodically and discussed with the owner in response to growth and changes in the practice. Daniel noted that communication with the owner is critical. If the description needs to be revised or expanded, speak to the owner with the goal of reaching agreement on any proposed changes.
Because the practice manager is the heartbeat of the clinic and often works diligently and quietly behind the scenes, Filarecki proposed that if the practice is running smoothly, the team and owner may not even realize the that the manager is responsible for its success. If the owner is not aware of the extent to which the manager’s behind the scenes efforts are contributing to the organization, s/he may fail to appreciate and value the manager’s role! The job description not only brings clarity to the job, but it can also bring job security.
Summing it up
One of the best ways to ensure the job description protects the position and reflects key responsibilities, is to have a hand in drafting it. Everyone has strengths and weaknesses. Write a job description that matches your strengths. Log the time you spend in one area and elaborate on what your perceptions of what your most important duties are. Always seek approval from the practice owner when preparing or revising the description to ensure all parties are clear. For the manager, the role should be clear. For the owner, the expectations should be clear.