What makes a company great to work for?

Job analysis and job descriptions are the main components of effective talent management. Yet, they present ongoing challenges for organizations. Keeping job descriptions current as roles evolve is a major difficulty. Technology changes, staffing needs, and organizational priorities often change job responsibilities. Job descriptions are often treated as static documents. When job descriptions no longer reflect actual work, confusion may happen regarding employee expectations. Which can include performance evaluation and accountability.

Another issue is defining jobs in a way that emphasizes employee strengths rather than rigid task lists. Great managers define roles by focusing on talent, skills, knowledge, and natural abilities, rather than narrowing duties (Buckingham and Coffman, 2016). Many organizations continue to rely on highly detailed task-based job descriptions that limit flexibility and discourage employees from applying their strengths. This can lead to frustrations, particularly when employees are evaluated on responsibilities that were never clearly communicated. This also shows a disconnect.

The absence of accurate job descriptions can create even more organizational issues. Employers face difficulties in recruiting, workforce planning, and legal compliance without them. The Society for Human Resource Management (SHRM) emphasizes that updated job descriptions serve as the foundation for many human resource functions and help ensure clarity and consistency across the organization (Tyler, 2013). Labor shortages following the COVID-19 pandemic forced many employers to rethink job expectations and structures to attract workers, highlighting the importance of clearly defined and realistic roles (Rosenberg, E., 2021).

One solution is to treat job descriptions as living documents. Regular job analysis, collaboration between employees and managers, and periodic updates can help ensure job descriptions remain accurate and relevant. Focusing on talent and adaptability, organizations can improve engagement, performance, and alignment between employees and organizational goals.

Sources:

Buckingham, M., & Coffman, C. (2016). First, break all the rules: What the world’s greatest managers do differently (2016 ed.). Gallup Press.

Rosenberg, E. (2021, June 12). These businesses found a way around the worker shortage. The Seattle Times. https://www.seattletimes.com/business/these-businesses-found-a-way-around-the-worker-shortage-a-big-boost-in-wages/

Tyler, K. (2013, January 1). Job worth doing: Update descriptions. Society for Human Resource Management. https://www.shrm.org/topics-tools/news/hr-magazine/job-worth-update-descriptions?

The 2025 Fortune Best Companies to Work For list shows how modern HR practices can lead to effective management and strong organizational cultures.  Breitfelder and Dowling (2008) describe the “new HR” as a function that moves beyond administrative tasks to become a strategic partner focused on people, performance, and purpose.  Companies like Cisco Systems, American Express, and Wegmans Food Markets demonstrate this philosophy.

The employees of these companies emphasize trust, development, and psychological safety as top priorities.  Cisco demonstrates on authenticity and wellbeing that HR should help leaders create environments where employees feel valued rather than controlled.  This also aligns with Breitfelder and Dowling’s argument that HR leaders are most effective when they focus on enabling people to do their best work instead of enforcing rigid rules.

American Express and Wegmas both reflect ideas from First, Break All the Rules.  Buckingham and Coffman (2016) state that great managers do not manage people identically.  They should focus on an individual’s strengths, build genuine relationships, and provide frequent feedback.  Both companies emphasize growth opportunities and internal mobility.  This shows how HR systems can support managers by aligning talent development with business goals.

As a manager, I want to lead in a way that reflects these practices.  I want to be a manager who builds trust, recognizes an individual’s strengths, and gives clarity and support.  Not one that just focuses on policies or hierarchy.  I believe HR functions like performance management, training, and employee engagement will be essential in helping me do this.

I believe the most challenging aspect of management for me will be balancing organizational demands with the employees’ needs.  Bucking and Coffman (2016) stated that managing performance while maintaining strong relationships will require discipline and emotional intelligence.  The “new HR” model reminds us that people decisions are complex and require thoughtful judgment.  Not a one-size-fits-all solution (Breitfelder & Dowling, 2008).

These companies demonstrate that when HR empowers managers to focus on people as individuals, both the employees and the organizations thrive.

Citations:

Breitfelder, M.D., & Dowling, D.W. (2008). Why did we ever go into HR? Harvard Business Review, 86(7/8), 39-43.

Buckingham, M., & Coffman, C. (2016). First, break all the rules: What the world’s greatest managers do differently. Gallup Press.