A useful job description should clearly establish both what successful performance looks like and what competencies are required to achieve that performance. Following a reorganization, simply reusing legacy descriptions may preserve assumptions that no longer reflect the new structure.

Performance standards establish expected outputs, responsibilities, or levels of accomplishment. Competencies identify the knowledge, skills, behaviors, and attributes that enable successful execution. Including both functional and leadership competencies creates a more complete picture of the role and provides a stronger foundation for selection, development, performance management, and succession planning.

Benchmarking job descriptions at similar organizations can provide useful context, but another organization's structure may not reflect the company's own strategy and redesigned responsibilities. Senior executives can provide strategic input, but job design should not depend solely on leadership opinion without examining actual role requirements.

The objective is therefore to define each role according to its required performance and the capabilities necessary for success within the reorganized company.

Study Guide Topics: Talent Strategy & Management; job analysis; competency models; performance standards; job descriptions.

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