I got this question a couple of weeks ago from Michelle Malay Carter at Mission Minded Management. She accurately describes a challenge in applying the research of Elliott Jaques, specifically Time Span to role descriptions.

Question:
What I see is managers are able to look at a description of the nature of each work level and state what level they believe a role falls within, and their description sounds legitimate to me. However, when we try to align that with time span by asking them to articulate a longest task (a what by when), the length of the time span does not align with the described level of work. (Time span plots the role in a lower work level.)

Response:
When managers first create role descriptions, they get all wound up trying to determine what level (Stratum) the role is in. When prompted to describe the longest task assignment in the role, the task often falls short.

Elliott’s experience is that managers often fail to recognize what is really required for success in the role. Their descriptions fall to the observable mechanics of the task and fail to recognize the one element that drives Time Span. The “what by when” refers to the goal. Whenever I have difficulty determining the Time Span of a task, I always go back to the goal. The goal will lead you to a more accurate assessment of the Time Span required.

Example. What is the Time Span of the task in hiring a person to work our customer service counter? The observable mechanics dictate that I create a job description, job posting, conduct interviews and make a selection. The Time Span might be described as four weeks. That would be wrong.

Describing the observable mechanics ignores the “what by when,” it ignores the goal. The goal is to do all of the observable things, then have that new recruit complete orientation, training, shadowing, to the point they can work the customer service desk, solo, without assistance. That’s the goal. And that goal will take four months.

Whenever I am lost in the search for Time Span, the goal will lead me to the right place. Most companies underestimate the Time Span required for success in the role. Because they lost sight of the goal.

From the Ask Tom mailbag:

Question:
I’m a production guy who was given a shot at management but was replaced after a year-and-a-half. You had some keen insight and encouragement for me and I really appreciate you offering your valuable time. I’m hoping you’ll be able to help me again.

I’m ready to pursue another management opportunity but I’ve never crafted a resume specifically for a management position. I’ve read that a resume is usually only skimmed over by the person reading it and you only have about 20 seconds to make an impression. So I have two quick questions for you sir:

1. Do you agree with that 20 second rule?
2. Are there any suggestions you could offer to help me craft the best resume possible?

Response:
Congratulations on your freedom and decision to continue to pursue a management position.

No, I do not agree with the twenty second rule. I think it takes at least thirty seconds to make a good decision about a person 🙂

Seriously, first impressions are important, but not the inflection point for a positive decision, though a negative first impression could be difficult to overcome.

So, for first impressions, I would focus on the non-verbal parts of the contact.
1. Show up on time (thirty minutes early is better than one minute late).
2. Dress one or two levels above the standard dress for the company.
3. Be cordial and smile.

Now, on to the resume.

As you write short descriptions of your work history, focus on those things that relate to the role of a supervisor and the role of a manager.

Supervisory roles – make sure production (product assembly or service delivery) gets done. This is NOT doing production. This is making sure production happens, using schedules, checklists and meetings. The number of people involved and the time span of the production process are important.

Management roles – create, monitor and improve systems. This is NOT doing production, but determining the sequence in which production is done. If there is a problem, the question the manager asks is not “why was there a problem?” but “why didn’t our system detect the problem?” This would include work flow, material procurement, order flow, inventory management, service dispatch, the list goes on. Think system, using work schematics, flow charts, org charts and planning. The number of people involved and the time span of the system cycle are important.

So, take your work history and describe those aspects that align with both supervisory and management roles.

Best of luck in your search. -TF

Stella was surprised. “Well, I don’t think he lied to me, but I guess I didn’t get what I needed from the interview.”

“Don’t feel bad. Most of the people on your interview team didn’t do any better than you. It’s a combination of things.

“First, candidates do much more preparation than you do. They re-write their resume customized to your job posting, have others review it, spend time with headhunters who coach them on what to say, and read interview books all designed for one specific thing. To beat you in the job interview.” -TF

I had been hammering Kristen about creating a job description for an open position on her team. I don’t think she is lazy, but like most managers, she treats recruiting like a part-time job. In a year’s time, she may only have four openings on her team of 19, and she rarely sits on a hiring panel for other teams.

“What’s the one most important thing you do?” I asked. “In a year’s time, looking back, what one thing have you done that has had the most impact on your company?”

Kristen was thinking. She had some stuff up on her walls, some recognition plaques, a framed letter from a customer. “I don’t know,” she started. “My highest contribution? I guess it’s just making sure my people are always busy and not wasting time. That’s what managers do.”

“No, on your team of 19, you have two supervisors, that’s what they do, keep people busy. What is the most important thing you do?”

“I guess I never really thought about it. No one ever asked me, or told me. In fact, when I got promoted last year, the only difference is that I go to management meetings once a week. I spend the rest of my time dealing with problems and issues. Who wants time off? Who is arguing with whom? Why someone is constantly running behind? Why things don’t come out right? Motivating my team? I stay pretty busy doing all that.”

“What would you have to do differently, so that you did none of those things?” I challenged.

“Well, there’s no way. The people I have on my team just wouldn’t be able to get along and stay productive without me in there.”

“So, what would you have to do differently?” -TF

Kristen gazed at the job posting from Monster. “Can I use the job posting as a start for the job description?”

“You can, but only as a start,” I replied. “Even most job descriptions aren’t very useful because they are poorly written. Before we actually write the job description, let’s talk about its purpose. It will help us construct something that is actually helpful.”

“Well, the main thing is to have something to give the candidate, so they know what job they are applying for,” Kristen smiled.

“Like I said, that’s a start. Specifically, what’s the benefit to you, as a Manager?”

“So, I have something to talk about in the interview?” Kristen floated.

“Does it help you, as the Manager, understand the kind of person you are looking for?”

“Yes, but don’t I get that from the resume?”

“Only half. You only get the right candidates when the resume and the job description match. That’s why you can’t make a selection, just by reading resumes.”

“So, the benefit to me, as a Manager, is that I will know when I have a match.”

“That’s one purpose. How else is the job description helpful?” -TF

“So, let’s call her right now, offer her the position, straight away,” I suggested.

“But, you haven’t even read the profile,” Kristen protested.

“I don’t need to read the profile,” I replied.

“But if you don’t read the profile, how can you know if this person will be able to do the job?”

“That is an excellent question. How can we know if this person will be able to do the job if we don’t have a job description to help us read the profile?”

“Well, we have the job posting.”

“Kristen, I read the job posting. There is more in here on company benefits than there is on expectations. I think you don’t want to do the work to figure out what we expect from the position.”

“It’s not that I don’t want to do the work, I just don’t have the time. I have a lot of other important things I need to be doing,” Kristen insisted.

“It’s not that you don’t have the time. You have as much time as you need. It’s just not a high enough priority.” -TF