“You describe the role as entry level. The output must conform to strict guidelines, which creates the quality standard. What are the decisions that must be made in connection with the work?”
Arlene was shaking her head from side to side. “We don’t allow a lot of latitude with this work.”
“You think you don’t allow latitude. In fact, you tell your team members there isn’t a lot of latitude, when in fact there is. There are a ton of decisions that must be made.”
Arlene was quiet.
“Look, most of the prescribed duties involve collecting data from your customers to determine their qualifications. While it seems cut and dried, there are many decisions that must be made about the quality of their responses, the accuracy and completeness of the data.
“The difference between ok performance and outstanding performance is not in filling out the forms, but in the decisions related to the quality of the data that goes on the forms. The job may be completing the forms, but the work is the decisions that must be made.
“An important discussion between the manager and the team member is not about the forms, but about those decisions.” -TF
It is not about the forms.
This post is imperitive for leaders to read.
We feel that SOP’s and LOP’s develop a limited variation and these forms develop “easier” work for team members. Often time when we ask organizations to show us job descripions the form is prominent.
The mention of thought and latitude is something that by having the management recognize the team (employees)will find some purpose (perhaps) and stay with these entry level jobs.
Mike,
Thank you for your thoughtful comment. For the past few days, I have been tunneling into this narrow understanding of the difference between the job and the work, prescribed duties and discretionary duties. I am glad to see that someone understood the story well enough to post a coherent comment.