ISO9001 System Document Package (30) | Job Description and Position Qualification Compilation Guidelines

Document Description: This guide is a third-level supporting document for the "Human Resource Management Procedure," corresponding to ISO 9001:2015 standard clauses 7.1.2 (Personnel), 7.2 (Competence), and 7.3 (Awareness). It addresses the fundamental question of "what kind of person is needed for each position, what responsibilities they should undertake, and what competencies they must possess." The job description defines the responsibilities, authorities, and work relationships of a position, serving as a common basis for recruitment, training, evaluation, and salary setting. The position qualification standard clearly and measurably outlines the competencies required for a position, serving as direct input for competence verification and training needs identification. Many companies "make up job responsibilities on the fly and copy qualifications from competitors," leading to overlapping responsibilities, aimless training, and a lack of documented competence requirements during audits. This guide is applicable to all types of manufacturing and service enterprises, providing a unified method for the compilation, review, release, and dynamic maintenance of job descriptions by the human resources department and the user departments. It can be directly applied.

Note: This guide is a template. Terms such as "our company" and "responsible department" should be replaced with the corresponding department names based on the actual situation of the enterprise. Example positions and behaviors in the text are for illustrative purposes only and do not represent specific position requirements.

1. Purpose

To standardize the compilation, review, approval, release, and dynamic maintenance of job descriptions and position qualification standards for all positions within our company, ensuring:

1. Each position's responsibilities, authorities, and work relationships are clearly defined, with no overlaps or gaps, providing a basis for recruitment, training, evaluation, and salary setting (corresponding to clause 7.2);
2. Position qualification requirements match the actual needs of the position, forming measurable and evaluable competence standards, which serve as criteria for personnel onboarding, job transfers, and competence verification (corresponding to clauses 7.1.2 and 7.2);
3. Position responsibilities and qualification requirements are updated in sync with changes in organizational structure, products, and processes, maintaining consistency with the system documents and actual operations;
4. The compilation and maintenance process of job descriptions is documented, ensuring traceability and providing input for internal audits and management reviews.

The terms used in this guide are defined as follows:

1. Position: A set of responsibilities and tasks assigned to one person, the smallest unit of the organizational structure.
2. Job Description: Documented information describing the purpose, responsibilities, authorities, work relationships, and qualification requirements of a position.
3. Position Qualification: The total sum of educational background, experience, knowledge, skills, and competence required to perform a position. Competence verification involves evaluating whether employees can perform their duties based on the position qualification standards (ISO 9000:2015).

2. Scope of Application

This guide applies to the compilation and maintenance of job descriptions and position qualification standards for all positions within our company, including management positions (General Manager, Department Heads), technical positions (Design, Process, Quality, Equipment, etc.), production operation positions, inspection and testing positions, and auxiliary support positions (Purchasing, Storage, Administration, Sales, etc.).

The maintenance targets include new positions, positions with adjusted responsibilities, positions affected by organizational structure changes, and existing positions reviewed annually. Job descriptions are not separately compiled for temporary tasks or virtual positions in project teams; their responsibilities are specified in project planning documents. If a project team position persists for more than 6 months, it should be converted to a formal position and a job description should be compiled.

3. Responsibilities

Responsibility boundary division: The Human Resources Department is responsible for "methods and platforms" (templates, processes, registers, controlled management), while user departments are responsible for "content and accuracy" (comprehensive responsibilities, precise qualifications). Both parties are jointly responsible for the "usability" of the job descriptions.

4. Work Procedures

4.1 Compilation Planning

The Human Resources Department releases the "Position List" at the beginning of each year (or within 10 working days after organizational structure adjustments), specifying the scope of positions that need to have job descriptions compiled or updated. A compilation plan is formulated, detailing the responsible compilers and completion deadlines for each position.

Flowchart text version:

Compilation Planning → Position Information Collection → Position Analysis → Writing the Job Description and Position Qualification Standards
    ↑                                                      ↓
Dynamic Maintenance ← Training and Implementation ← Approval and Release ← Departmental Review ← Controlled Review ←┘
    ↑                                        (If review fails, return for revision)
    └────────── Trigger Conditions (Structure Adjustment / Responsibility Changes / Annual Review)──────────┘

4.2 Position Information Collection

The department head of the position in question designates a compiler to collect position information using one or more of the following methods. The collection results are recorded in the "Position Analysis Information Collection Form":

1. Work Log Method: Ask the position holder to record work content, frequency, and time spent over 5 to 10 consecutive working days. Suitable for administrative and repetitive positions.
2. Interview Method: The compiler interviews the position holder and their direct superior to identify discrepancies between "what is actually done" and "what should be done."
3. Observation Method: Observe the complete work cycle of operational positions on-site. Suitable for production, inspection, and storage positions.
4. Questionnaire Method: Use a unified questionnaire to collect information from multiple similar positions (e.g., team leaders in different workshops) to improve efficiency.
5. Critical Incident Method: Ask the superior to recall good or bad typical incidents handled by the position to extract requirements for competence and judgment.

The collected information should cover at least: the list of position tasks and their proportions, the equipment/tools/software used, work contacts (internal departments and external units), current performance indicators, work environment and occupational health and safety risks, and the knowledge and skills deemed necessary by the position holder and their superior to perform the job well.

4.3 Position Analysis

The compiler organizes and analyzes the collected information, producing three outcomes:

1. Responsibility Module Division: Consolidate scattered tasks into 4 to 8 responsibility modules (e.g., "Incoming Quality Control"), providing a summary of responsibilities for each module.
2. Responsibility Boundary Verification: Verify responsibilities with other positions within the department and related positions in other departments to eliminate overlaps (where two positions both state "responsible for" the same task) and gaps (where no one is responsible for a task).
3. Qualification Element Extraction: Extract knowledge, skills, and competence requirements from tasks and critical incidents, distinguishing between "essential" and "desirable."

4.4 Job Description Compilation

Compile using a unified template, with the following fields and writing rules:

1. Basic Information: Position name, department, position number (following the department code-sequence number rule, e.g., SC-JY-02), position category, name of the direct superior, compilation date, version number. Position names should be standardized to avoid multiple names for the same position.

2. Position Purpose: Summarize the value of the position in one sentence, formatted as "In (scope/conditions), through (actions), achieve (results)." Example: "In the scope of incoming quality control, through the implementation of incoming inspection and supplier incoming material quality tracking, ensure that nonconforming materials do not enter production."

3. Reporting and Collaboration Relationships: Direct superior, direct subordinates (number), main internal collaboration positions, external interfaces (customers, suppliers, regulatory bodies, etc.).

4. Main Responsibilities and Authorities: Write each responsibility by module. Each responsibility should be written using the "verb + work object + output/standard" format, making it as measurable and evaluable as possible. Example comparison:

• Vague writing (not recommended): "Responsible for incoming quality management."
• Standard writing (recommended): "Implement incoming inspection, judge and release materials according to the 'Incoming Inspection Work Instruction,' ensure that materials not inspected or found nonconforming are not used, and achieve an inspection timeliness rate of over 95%."

Authority clauses should at least specify three categories: approval authority (matters and limits that can be approved), release authority (objects and conditions that can be released), and resource usage authority (equipment, personnel, and budget limits that can be allocated). Authorities must align with responsibilities to avoid "responsibility without authority."

5. Key Performance Indicators (KPIs): List 3 to 5 KPIs corresponding to the position responsibilities and their data sources, such as "inspection error rate (source: quality statistics report)" and "training plan completion rate (source: training register)." KPIs should align with the company's quality goals.

6. Work Conditions: Work location, shift system, main equipment/systems used, occupational health and safety and environmental risks, and protective requirements.

7. Version Record: Version number, summary of revisions, names and dates of the compiler, reviewer, and approver. The first page of the job description should have a compilation, review, and approval signature section, with the approval section requiring a handwritten or electronic signature. Blank releases are not allowed.

4.5 Position Qualification Standard Compilation

The position qualification standard is compiled simultaneously with the job description, either as part of the job description or as a separate "Position Qualification Standard Table." It specifies requirements in six dimensions and distinguishes between "essential" and "desirable":

For positions with a clear hierarchy and a large number of personnel (e.g., inspectors, process engineers), the position qualifications can be divided into junior, intermediate, and senior levels, with each level specifying promotion conditions. These serve as the basis for personnel grading and promotion. For example (inspector series):

• Junior Inspector: Possesses basic inspection skills, completes routine inspections under the guidance of a mentor, and requires supervisor review of inspection records.
• Intermediate Inspector: Can independently complete all inspection items and make correct judgments, guide junior inspectors, and issue release conclusions for routine products.
• Senior Inspector: Can handle complex judgments and quality disputes, compile inspection work instructions, participate in supplier audits and customer complaint analysis, and authorize special releases.

4.6 Review and Approval

1. Departmental Review: The department head organizes a review involving the current position holder, direct superior, and relevant position representatives. The focus is on ensuring comprehensive responsibilities, clear boundaries, and appropriate qualifications. Review comments are recorded in the "Job Description Review Record Form."
2. Controlled Review: The Human Resources Department reviews the standardization of the template, the use of verbs in responsibilities, consistency with other positions, and alignment with the "Human Resource Management Procedure" and evaluation systems.
3. Approval and Release: General positions are approved by the management representative, and positions at the department head level and above are approved by the General Manager. After approval, the Human Resources Department numbers and controlled distributes the job descriptions according to the "Document Control Procedure," recovers old versions, and ensures that the current version is used on-site.

4.7 Training and Communication

Within 10 working days after the job description is approved and released, the department head organizes a communication session within the department. Key points to cover include: the responsibilities and boundaries of the position, key performance indicators, and position qualification requirements. New or transferred employees should conduct a gap analysis based on the position qualifications, and the gaps should be included in their personal training plans (following the "Employee Training Work Instruction"). The communication session should be recorded in the training sign-in records.

4.8 Review and Dynamic Maintenance

If any of the following conditions occur, the job description should be revised within 15 working days:

1. Organizational structure adjustments, department mergers or splits, new or abolished positions;
2. Substantive changes in position responsibilities (e.g., new inspection items, new equipment, process route adjustments);
3. Changes in regulations, customer requirements, or system standards affecting position requirements;
4. Annual review: The Human Resources Department should organize at least one comprehensive review annually (which can be combined with management review input preparation), verifying the consistency between job descriptions and actual position requirements. Review conclusions are recorded in the "Job Description Review Record Form."

The revision process is the same as the initial compilation (4.4 to 4.6). The version number is updated, and old versions are recovered and invalidated according to the "Document Control Procedure."

5. Related Records

Record management follows the "Record Control Procedure": clear handwriting, no random alterations; electronic versions of job descriptions are stored in a controlled file server directory, accessible according to permissions.

6. Related Documents

1. ISO 9001:2015 "Quality Management System Requirements" clauses 7.1.2, 7.2, 7.3;
2. Quality Manual (including organizational structure and responsibility allocation table);
3. Human Resource Management Procedure;
4. Document Control Procedure, Record Control Procedure;
5. Employee Training Work Instruction;
6. Work instructions, inspection specifications, and regulatory and customer requirement documents related to each position.

Usage Instructions

1. How to Modify According to the Company's Actual Situation

1. Organizational Scale Adaptation: For small enterprises (50 people or fewer), a dedicated Human Resources Department may not be necessary. A single person from the General Affairs Department/Office can be responsible, and the department head can directly compile the job description, with the General Manager approving it. The "departmental review + controlled review" can be combined into a single co-signature, but the three bottom lines of "comprehensive responsibilities, precise qualifications, and controlled versions" must not be compromised. For multi-position individuals, multiple position responsibilities should be listed in a single job description or the main and secondary positions should be clearly defined to avoid missing secondary position requirements.
2. Industry Type Adaptation: For manufacturing operational positions, "skills" should be written as verifiable item lists (which devices can be operated, which inspection methods are known) and linked to corresponding work instructions. For R&D and design positions, emphasize "professional knowledge and project experience" and de-emphasize fixed working hours evaluations. For service positions (customer service, property management, logistics), emphasize behavioral descriptions of "competence and qualities" (communication, adaptability, emotional management) and customer interaction norms. For trade enterprises that outsource all production, the position system should focus on "supplier management, order management, and inspection."
3. Alignment with Related Systems: The "essential" items in position qualifications should correspond to recruitment conditions, training courses, and competence evaluation forms, forming a closed loop of "job description setting requirements, training addressing gaps, evaluation verifying competence, and authorization for onboarding." Key performance indicators should directly reference the decomposed values of company/department quality goals to avoid a disconnect between the job description and performance evaluations.
4. Grading Adaptation: Whether to divide positions into junior, intermediate, and senior levels depends on the number of people in the same series and the complexity of the business. For series with fewer than 5 people, a single unified standard plus "onboarding training requirements" is sufficient.

2. Audit Focus Points

1. External auditors typically verify clause 7.2 through "position selection and backtracking": randomly select a position (inspector, welder, internal auditor, etc.), first observe the actual operations on-site, then request the job description and position qualification standards, followed by checking the employee's competence verification records, training records, and authorization evidence, and finally verifying whether the training plan is derived from a gap analysis of position qualifications. Any break in the chain constitutes a nonconformity, and a complete chain is key to passing the audit.
2. Common follow-up questions: "This position requires a college degree, what is the basis? Why not a secondary technical school degree?" "Who and what standards are used to confirm the competence of new employees before they work independently? Are there records?" "After the last organizational structure adjustment, which job descriptions were updated? How are the unupdated ones controlled?" "The employees of this position are actually doing work A, why is work B written in the job description?" — The three most frequent issues are position qualifications not matching reality, job descriptions not aligning with on-site operations, and a lack of competence verification records.
3. During internal audits, a specialized inspection form can be designed to verify each department: whether the department position list matches the actual positions, whether the job descriptions are fully signed, whether the on-site versions match the controlled list versions, and whether all responsibility changes in the past year have been revised.

3. Common Errors

1. Vague and hollow responsibility descriptions: "Responsible for related work in this position" and "Complete tasks assigned by leadership" are overly common, making it impossible to evaluate or train based on these descriptions. Each responsibility should clearly answer "what to do, to what extent, and who verifies."
2. Position qualifications "copied from templates, elevated standards": directly copying educational, language, and certificate requirements from industry benchmarks or online templates can make it difficult to recruit and retain personnel. Qualification requirements should match the actual needs of the position and be justifiable.
3. Only compiling but not using: job descriptions are locked in file cabinets after approval, and different standards are used for recruitment, training, and evaluation, turning the job description into a "paper document" for audit purposes.
4. Overlapping and missing responsibilities: inter-departmental interface matters (such as sample confirmation, nonconforming product review) are either claimed by both departments or ignored, leading to buck-passing and oversight.
5. Responsibility without authority: responsibilities state "responsible for release," but the authority section lacks release authority or does not specify the conditions and limits for release, making it impossible for employees to fulfill their duties.
6. Version control issues: job descriptions are not revised after organizational structure changes, leading to the coexistence of old and new versions, and the use of outdated versions on-site, resulting in nonconformities.

Knowledge code: 13.2.1
Version: v20260908
Author: QTank