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Job profiling
We compile practical and effective Job and Role Profiles that identify what a person in a particular job or position is required to know (knowledge) and be able to do (skills); how much of it and by when (targets/ KPI’s), in order to achieve the required outcomes.
Job Profiles are aligned to your business processes and linked to unit standards/ outcomes, in a logical sequence, based on the Mapped Processes and Process Flows. The Job Profiles are summarized and presented in a logical Matrix, grouped in their various departments/ functions.
We verify the Job Profiles “horizontally” and “vertically” in order to prevent gaps and / or overlaps between the different job profiles in the same job family or function.
Job Profiles (also known as a Role Profile, Role Description, Job Description, Job Analysis, etc. ) are critical for any organisation or business as they have an impact on a number of Business and Human Resource processes including:
- Actual job activities
- Recruitment and Selection,
- Performance Management,
- Training and Development (Skills Development)
- Career and Succession Planning, etc.
Job Profiles are often seen as a tedious task or a “paper exercise”. Many employers provide new employees with outdated and inaccurate Job Profiles.
Some do not provide a Job Profile at all which results in employees doing far more (or less) than is required for the particular job, missing out important activities, doing entirely unrelated or irrelevant activities, etc.
It also happens that some Employers request new employees to write their own Job Profile and to “let me have a copy so that I can check it”.
It is quite common to find that employees:
- don’t know who they report to;
- don’t know what their Job Title is;
- don’t know what their Responsibilities are;
- don’t know what performance criteria and standards they will be measured against;
- think they have more Responsibility and Authority than they actually do.
- are doing arbitrary activities because their Job Profile or role is not clearly defined, so that they look busy, as they fear losing their jobs; and so are not contributing to the profitability of the organization.
New employees cannot know what is expected of them if it hasn’t been communicated to them. The Job Profile is the tool that communicates what is expected of them, to existing and new employees. It is good business practice to provide all employees with a relevant, accurate and current Job Profile, and to use this profile as a basis for the performance review process.
Our streamlined job profiling methodology links Job Profiles to business processes and skills development outcomes to ensure that all activities within the business are focussed and targeted where it counts – the bottom line!
The Job Profiles must contain at least the following:
- A Purpose Statement that describes why the job exists. It is a short, inspiring statement that describes what products or services you provide (your purpose), identifies who receives your services (your customers), and describes how these services are provided (your values).
- A job is made up of a number of Roles. These Roles are often stated as Key Performance Areas (KPA’s) or Key Results Areas (KRA’s). Many areas affect how to operate a business profitably. By identifying and monitoring the areas in your business that have a direct impact on profitability, you will be in a position to reach your goals in a much more controlled and targeted way.
- Roles are made up of Responsibilities or Outputs that must be achieved. These outputs must be stated as an accurate and current picture of what Responsibilities make up the job, and must not include unrelated or irrelevant tasks.
- The Job Profile must contain a description of the Inputs of the job – these are the competencies that the person who is doing the job is required to have. This must contain details about the skills, knowledge, experience, qualifications and attributes required to perform the job effectively.
In addition Job Profiling should outline the job’s location, authority levels, supervisory levels, grade, and the relationships between jobs.
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