Offers managers advice on crafting effective job descriptions that accurately detail a position's responsibilities and that keep legal troubles from developing, in a work that includes checklists, worksheets, resources, and samples.

Most churches don’t have written job descriptions for any or all of their church’s ministry positions! Here is your answer! The book is reproducible—you can use each description as is—or use the CD-ROM to customize each description to fit your unique needs. • Any church or organization can use to develop comprehensive job descriptions for recruiting and evaluation • Job descriptions range far—from executive pastor to pantry organizer! • You may discover a new ministry your church has never have thought of!

Learn how the best teams hire software engineers and fill technical roles. The Holloway Guide to Technical Recruiting and Hiring is the authoritative guide to growing software engineering teams effectively, written by and for hiring managers, recruiters, interviewers, and candidates. Hiring is rated as one of the biggest obstacles to growth by most CEOs. Hiring managers, recruiters, and interviewers all wrestle with how to source candidates, interview fairly and effectively, and ultimately motivate the right candidates to accept offers. Yet the process is costly, frustrating, and often stressful or unfair to candidates. Anyone who cares about building effective software teams will return to this book again and again. Inside, you'll find know-how from some of the most insightful and experienced leaders and practitioners—senior engineers, recruiters, entrepreneurs, and hiring managers—who’ve built teams from early-stage startups to thousand-person engineering organizations. The lead author of this guide, Ozzie Osman, previously led product engineering at Quora and teams at Google, and built (and sold) his own startup. Additional contributors include Aditya Agarwal, former CTO of Dropbox; Jennifer Kim, former head of diversity at Lever; veteran recruiters and startup founders Jose Guardado (founder of Build Talent and former Y Combinator) and Aline Lerner (CEO of Interviewing.io); and over a dozen others. Recruiting and hiring can be done well, in a way that has a positive impact on companies, employees, and every candidate. With the right foundations and practice, teams and candidates can approach a stressful and difficult process with knowledge and confidence. Ask your employer if you can expense this book—it's one of the highest-leverage investments they can make in your team.

'That's not my job.' If you don't want your employees to say that, why do you start your relationship by giving them a narrow task and competency focused description of their job? We need people to fulfil many different roles at work yes the need to do their job, but they also need to contribute positive energy, collaborate, and take personal reasonability for innovation and personal development. How do they fit into a traditional job description? It is futile persevering with the job description borne out of the scientific management movement one hundred years ago. The world of work is vastly different to the assembly lines of the Ford Motor Company of the early twentieth-century. Building on the phenomenal success of The End of the Performance Review, Baker examines four essential 'Non-Job' roles that all employees must fulfil and shows how to create meaningful role descriptions that can help you recruit better people and enable them to deliver better results.

This comprehensive manual helps you develop an effective strategy for job-description implementation, shows you how to conduct appropriate job analyses and helps you understand the attendant legal issues. Includes a disk of generic jo + descriptions to use as-is or modify for your practice.

The Handbook of Model Job Descriptions is a unique and unrivalled source of over 200 job descriptions based on actual jobs. Divided into two key parts, it enables quick and easy assembly and personalization of any job description.

This National Occupational Standards document represents the knowledge, skills and attitudes required to be considered competent as a Food and Beverage Manager. These standards (Version 2 series) are full of practical information that will help Food and Beverage Managers offer quality service and exhibit exemplary leadership skills. Developed in 2012, these standards are the basis of the current Certification program.