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Is All This Really Necessary? Advancing Your Firm through Forms

Published on Mar 04, 2024
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Job ads, job descriptions, scorecards, and performance review forms.
Does our firm really need them all?
YES, here’s why.

In the fast-paced world of business, where actions often speak louder than words, forms, paperwork, and organizational content can sometimes feel like an unwelcome guest at the table of productivity. Firm leaders, driven by results, may view the ever-growing pile of forms and documents as a towering barrier to efficiency rather than a tool for success. The common sentiment echoes: “Are all these forms truly necessary? Do we really need all of this content? Can’t we get down to business?” It’s a fair question and one that speaks to a desire for simplicity in an increasingly complex professional landscape. Yet beneath the surface of this document-weary skepticism lies a fundamental truth waiting to be acknowledged: these forms are not just bureaucratic busywork but foundational instruments that orchestrate the symphony of a well-tuned business.

In this blog, we’ll clarify the maze of paperwork that supports a firm’s functions, showcasing not only their undeniable necessity, but also their powerful roles in strategy and execution. We’ll dissect the anatomy of these seemingly mundane forms and breathe life into their purposes—illuminating how job ads are the beacon that brings in top talent, job descriptions serve as the north star for role clarity, scorecards offer a snapshot of prowess and potential, and performance review forms act as the mirror reflecting growth and opportunities for advancement. All of these forms and posts demonstrate the quiet power of paperwork in steering a firm toward excellence. Although each of these forms share some descriptive features, they each serve a vastly different purpose.

The Job Ad

“We can just use the job description as the ad, right?” Nope!

You’ll want to tell the applicant something about your firm and the benefits offered and provide your contact information in the ad. Job descriptions don’t contain that and are generally too long, detailed, and dry, lacking a spark that grabs an applicant’s attention.

The job ad’s purpose is to attract top talent. Ads should serve to distinguish your firm from your competitors. In other words, they should grab the reader with some pizzazz – as if working for you offers an applicant something fun, interesting, or different, that this is not just another fungible job. When crafting an ad, be sure to include language that makes the reader want to learn more about your firm. Use language that describes how your firm is special. Ads should not be as detailed as job descriptions. One or two brief paragraphs at the most will suffice. It is also a good practice to provide specific instructions for how to apply. This will tell you whether your applicants can follow instructions.

Crafting a job ad that stands out in a sea of sameness requires a pinch of creativity and a keen understanding of your audience. Imagine the job ad as your firm’s handshake—firm, warm, and memorable. It’s not just about listing qualifications; it’s about telling a story that resonates with the aspirations of your ideal candidate. Does your firm champion innovation? Highlight a pioneering project. Is work-life balance a cornerstone? Reflect that in your ad. Use authentic testimonials that speak to the culture and success of your team, and don’t shy away from a dash of humor to make that connection personal and tangible. A standout job ad is one that not only provides clear and direct information, but also captures the essence of your firm’s spirit, making that first introduction something truly special.

The Job Description

“We have a lot of team members who have worked here a long time. They know their jobs, so we don’t really need to craft written descriptions, right?” Nope!

Job responsibilities transform as firms grow and as technology continues to replace outdated manual tasks. The duties your team members used to perform should also change as the firm grows and matures. New roles and jobs will be added (for which job descriptions are needed) in growing firms, and existing positions will become more sophisticated as technology evolves. Written job descriptions provide team members with clarity, helping them to focus on their roles.

The job description’s purpose is twofold: It provides the new hire or existing team member with a list of duties and tasks for which their role is responsible, essentially providing notice of what will be expected. It does not need to include everything the person in that role may ever be asked to do; rather, it should begin with some language such as “Duties include, but are not limited to…”

It also provides HR with a written record of which role is responsible for what, which is particularly useful when designing a healthy firm’s organizational infrastructure. (Think of an Org Chart where each role has a separate and distinct list of duties and responsibilities.)

The Scorecard

“We don’t need scorecards; we already have job descriptions, right?” Nope!

Job descriptions don’t emphasize the critical objective and measurable key performance indicators by which performance will be evaluated. Scorecards also contain information about how performance will be measured.

The purpose of a scorecard for each role is to make clear to your employees the most critical tasks and duties for which they are responsible and upon which their performance will be measured. Scorecards should not include every duty and responsibility listed in the job description, rather they should consist of the 4-6 most critical key performance indicators (KPIs) for that role. Scorecard KPIs should be objectively measurable (with a few notable exceptions) and should provide clear and measurable key outcomes (aka goals) against which to measure success. Scorecards should be presented to each employee during new hire orientation or for existing employees as soon as they are available. Scorecards offer transparency. They provide team members with knowledge of exactly what is expected. There are no surprises. By knowing what is expected, they now hold the key to success in their role.

Scorecards serve as the compass, offering key points of reference. Team members hunger for milestones that hallmark their journey toward success in their position. By providing them with checkpoints at which to aim and by defining what success looks like through these measurable KPIs, scorecards ensure that employees are hitting targets that matter. Team members and firms who have scorecards in place often:

  • Exceed Expectations: Team members with clear scorecards tend to not just meet, but surpass objectives, because they understand the high-value targets central to their roles.
  • Stay Aligned: With scorecards, team members remain in lockstep with the company’s strategic vision, always positioned to contribute to the bigger picture.
  • Engage More Fully: When the markers of success are not shrouded in mystery, employees engage with their work in a more meaningful, confident manner.
  • Develop Professionally: Clear KPIs allow for self-assessment and focused professional development, making progress tangible and rewarding.
  • Drive Team Accountability: Scorecards aren’t just personal yardsticks; they promote a culture of accountability, fostering a team environment where everyone knows who’s responsible for what.
  • Reduce Ambiguity: Ambiguity is the arch-nemesis of productivity. With scorecards, it’s vanquished, allowing focus and direction to reign supreme.
  • Celebrate Successes: Recognizing achievements becomes straightforward when you can easily measure performance against the scorecard—cue the applause!
  • Adapt and Evolve: The dynamic nature of scorecards means they can be updated to keep pace with change, making them evergreen tools for success.

The Annual Review Form

“We can just use the scorecard as the annual review form, right?” Nope!

The scorecard affords no place to write in comments, sign, or evaluate relative degrees of performance. They don’t have a place to list new goals or objectives for the next review period. Instead, annual reviews offer an invaluable opportunity to provide feedback and recognition (or constructive criticism) to team members.

The purpose of the annual review form is to provide written documentation of an employee evaluation both for employees and the HR records. They also act as a record of performance over time, allowing managers and employees to track growth and progress.

The magic happens when employees realize their scorecard KPIs match the performance categories on their review form. This drives the point home. Annual review forms may offer room to document varying degrees of success for each KPI, such as:

  • Always exceeds expectations
  • Sometimes exceeds expectations
  • Meets standards
  • Does not meet standards

What type of KPIs belong on a scorecard and annual review form, you might ask? Two key elements stand out:

  1. Those actions that are integral and critical to the success of the firm (calling clients every 30 days, reviewing files every 30-60 days, sending x# of well-crafted demands each month, and fee production goals are some examples)
  2. Those things that you really want your team members to do but that never seem to take priority (lawyers networking with other firms and providers to attract 10% more referrals each year, employees participating in x# of community events, and pursuing and receiving x# of Google reviews per quarter are just some examples)

A standardized annual review form is an objective tool. Many firms do conduct annual performance reviews, but too often, they consist of how a supervisor or attorney “thinks” or “feels” a team member is performing based on their own experience working with them. The “thinks” and “feels” is the problem here. This approach is too subjective and entirely uncalibrated, meaning individual perceptions cannot be fairly or consistently applied to everyone throughout the firm. Without objective, measurable criteria, personal biases creep in and can skew evaluations. People who do well and receive a raise are often left feeling like they are well-liked, and those who don’t feel they are disliked. It should never be about feeling liked or disliked. It’s about actual job performance.

When objective, measurable criteria (goals often appear as numbers or percentages) are applied, personal judgments evaporate. If a team member met their KPIs, they earned a positive review and perhaps a raise or bonus. If they didn’t, it’s not personal, an action plan for improvement should be developed.

No manager or supervisor should dread conducting performance reviews for fear of having awkward or difficult conversations. If the KPIs are appropriate and objective, and if the team member knew them in advance, the manager is simply reflecting the performance of the team member using the annual review form. No personal judgment is involved.

Finally, it’s important to mention that the contents of an annual review should not come as a surprise to your team members. Rather, it should summarize the level of performance in each key category. When performance is lacking in any area, it should be addressed promptly – as soon as it is discovered – by way of a conversation designed to identify whether more training is in order or something else is hindering performance. Continuous coaching, periodic check-ins throughout the year, and targeted training often cure lagging performance.

Finding Your Way

Think of job ads, job descriptions, scorecards, and performance review forms as the four cardinal points on your company’s talent management compass. Each serves a specific purpose and is irreplaceable in its role. Job ads are your beacon, attracting potential talent to your organization. Job descriptions are your roadmap, outlining the path that each role should take. Scorecards are your milestones, helping you measure progress along the way. Performance review forms are your trusty compass, pointing out areas for growth and steering your team in the right direction.

These forms are not just paperwork—they are strategic tools that can elevate your talent management game to new heights. They provide clarity, encourage accountability, and foster a culture of continuous improvement. Without them, you’re essentially navigating blindfolded.

Like any tool, their effectiveness depends on how well they’re crafted. A poorly written job ad or an ambiguous job description can lead your talent off-course. So, it’s essential to get them right.

And if you’re unsure where to start or need help refining these crucial tools, Vista is here to guide you. We can help you craft and develop strategic tools that elevate your organization. With a professional and confident approach, we take the time to understand your organization, its culture, and its goals. Then, we use this insight and our deep expertise to help you create forms and content that fit your needs like a glove.

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