Pushing The Pay Envelope: Y2k Compensation Strategies - http://www.sla.org/professional/competency.html

Information Outlook, Oct, 1999 by Stephen Abram

Use management words and terminology. While this sounds similar to the recommendation above, every organization has its own culture and style of management. You should, for example, make sure that your document doesn't sound too academic in a company whose culture is not academic. If you're in a business, "profit" is usually not a dirty word but in a non-profit environment maybe "surplus" is more acceptable. Find and use the terminology your organization uses to discuss results and success.

Focus your job description on end-results. Then focus these end-results on your value to the organization's mission. Don't focus on tasks. Focusing on tasks will emphasize the irrelevant clerical aspects of any job. Always ask yourself "why" does this job exist and what key end-results must I accomplish to achieve that end. Focusing on end-results will force you to make the connection to the organization's ultimate needs and the role you play in achieving these. When you make this connection--make it explicit. Being explicit doesn't mean adding a long descriptive paragraph, but it means that your role and impact can be expressed as a sound bite. Don't expect the reader to make the leap to your position's real purpose and role.

Emphasize your contribution to the enterprise's primary mission. Have a clear plan for yourself and a polished mission for your information center and know the mission and business of your organization. Mold every activity of your function to support the mission, goals, and objectives of your organization.

Prioritize those activities that deliver the most value, not necessarily those that take the most time. Don't feel the need to have twenty-five to thirty items on your list of job responsibilities. Many position description formats now limit how many primary responsibilities you can have--choose carefully. Resist the temptation to describe your activities too broadly in order to encompass everything--you'll just look unfocused. Extremely detailed position descriptions can also create an impression of a job that needs tight control and has little room for flexibility and freedom to act. Your professional training gives you the competencies to be trusted to make decisions in the context of your role--don't belabor the point by being too detailed.

Emphasize your human relations skills and how important they are to accomplishing the end-results required of you. It is important to realize that most library jobs require influencing skills in the management of staff, dealing sensitively with users, reference interviewing, and negotiating contracts with suppliers. The old stereotype of the librarian who needed simple courtesy and reactive skills in dealing with others is not true and this stereotype must be explicitly attacked in your job descriptions.

Always include your professional activities such as reading the professional literature, attending conferences and meetings, publishing and serving on SLA chapter or division committees or executives. This will serve to underline the professional nature of the incumbent.