How to Update Job Descriptions Based on a New Strategic Plan

Role changes can generate deeper levels of self motivation and commitment to the organization's mission or they can generate conflict and division.

If you have not had to make any changes to your organizational structure to stay current with the times, then you are lucky. But, if you have had to make changes, there is a chance that some of them were necessary and strategic if not popular. That's because making strategic changes to roles and responsibilities is the best way to increase the chances for success in an organization periodically but the reasons for these changes may not be well understood by all staff who are experiencing them.

Strategic change can be a difficult process for most organizations. It is not just about changing things up and hoping for the best. In order to be successful with strategic change, there are many factors that need to be considered such as changing staff’s actual written job descriptions. But how does this happen without risking backlash from the staff involved?

The impacted person may move against the proposed change and as managers the key is how to help staff come out better due to the changes in their job description. If they feel confused about why the change is happening they may decide to sabotage the planned change or resist the change. They may be frustrated with the change or feel anxiety about the change. 

That is why it is critical to explain why the change is needed and the vision for how the change fits into the bigger picture. Additional context can help de-personalize the change. A compelling vision will help keep the change focused on what matters most for the organization: executing on its mission. Assuming the staff cares about the mission of the organization this can help to build buy-in for the change. It also provides a frame of reference for them to provide feedback on the role change. In the end laying out a clear vision for the change will help avoid confusion. 

Secondly, ask for their questions or worries about the change and open the door to feedback and refinement. This is important because asking for feedback can help create additional buy-in by allowing staff to feel seen and heard. Their feedback may also help identify weaknesses in the re-written job description that warrant a revision. Having some input into the proposed change gives the person an opportunity to feel in greater control of the situation. This builds another opportunity for trust and deepening relationships between the manager and staff. 

Next, develop incentives for the role change. This could be monetary or non monetary. Incentives can help create additional buy-in for the change. It also signals to other staff that change can be welcome. Clear incentives for the impacted person builds a management culture of reciprocity and makes the person feel valued. Incentivizing the change is a way to prevent resistance to it. 

Make it clear what resources and support are available to the impacted person. Without knowing there are resources and support there may not be full buy-in. Clarity on resource commitments to role changes can force leadership to be intentional about what it takes to successfully implement the change. It also creates a culture of shared ownership and mutual responsibility for implementing the change.

Co-create an action plan with milestones for a transition into the new role. This is important because without a plan the change will not happen. A clear plan with specific action steps will prevent the sense that the organization is spinning in circles in terms of implementing changes to roles and responsibilities based on a new strategy. An action plan provides ample opportunities to celebrate wins along the way and opens the path to document lessons learned.

Finally, develop a list of likely skills that are important to be successful in the new role. This is important because it will help clarify the core competencies they need to be successful in the role. More fundamentally it will help identify critical gaps in skills and opportunities for development. If any coaching or training is necessary for the role change this list of likely skills will point them out. It will help refine and clarify the scope of the new job description and help prevent anxiety about the change. 

At the end of the day, new strategies often come with changes to staff roles and responsibilities. But these changes can generate deeper levels of self motivation and commitment from the person whose role is changing.