Roles define the hats you wear or the positions you hold. A fork truck operator, for example, plays a different role than
a market analyst. Roles sometimes sound like job titles, but they aren’t always the same as your formal job title. Some
people have more than one role; others have only one. Because RR&Es relate to a person and not to a position, people
with the same job title may have different roles. Even when they have the same role, individuals will probably have
different responsibilities and expectations since there will be differences in how they can contribute.
Responsibilities identify the products, services, assets or processes which you are accountable for (or “own”). Being
accountable means that you will bear the consequences (both positive and negative) of your actions and decisions. A
gas accountant, for example, may have a responsibility for records of the transactions with a specific group of customers.
An optimizer in operations may be responsible for the production yield on a unit. A machine operator’s responsibilities
might include equipment reliability. Responsibilities should be clear, but broad enough to promote initiative and creativity.
Responsibilities should focus on what you are accountable for not how you do your job. Responsibilities are not tasks.
However, a task list may be a starting point for developing your responsibilities. To help move from tasks to usefully
stated responsibilities ask yourself questions like: Why do I do that? Who benefits? What do they value? and What am
I held accountable for?
Expectations describe the desired outcomes for each responsibility. They identify what your anticipated contributions could
look like. Expectations that are clearly understood by you and your supervisor are crucial to your individual success and
the success of the business. Your focus should be on outcomes, not on the activities required to reach the outcomes. At
first, this concept may seem difficult to apply.
At first glance these may seem appropriate expectations
For a machine operator: “Operate equipment following
prescribed procedures”
For a plant manager: “Implement new work processes”
For a procurement leader: “Build an effective procurement
capability”
For a compliance manager: “Build and maintain world-class
compliance systems”
Standard procedures may be a way to “Maintain safe work
practices” and “Minimize unplanned downtime”
The goal of new work processes may be to “Reduce
operational waste” or to “Improve yield”
The reason to establish an effective procurement capability
may be to “Buy goods and services at higher quality and/or
lower cost than competitors”
The purpose of upgrading compliance systems may be to
“Reduce compliance risks while maintaining operating
flexibility”
Roles define the hats you wear or the positions you hold. A fork truck operator, for example, plays a different role than
a market analyst. Roles sometimes sound like job titles, but they aren’t always the same as your formal job title. Some
people have more than one role; others have only one. Because RR&Es relate to a person and not to a position, people
with the same job title may have different roles. Even when they have the same role, individuals will probably have
different responsibilities and expectations since there will be differences in how they can contribute.
Responsibilities identify the products, services, assets or processes which you are accountable for (or “own”). Being
accountable means that you will bear the consequences (both positive and negative) of your actions and decisions. A
gas accountant, for example, may have a responsibility for records of the transactions with a specific group of customers.
An optimizer in operations may be responsible for the production yield on a unit. A machine operator’s responsibilities
might include equipment reliability. Responsibilities should be clear, but broad enough to promote initiative and creativity.
Responsibilities should focus on what you are accountable for not how you do your job. Responsibilities are not tasks.
However, a task list may be a starting point for developing your responsibilities. To help move from tasks to usefully
stated responsibilities ask yourself questions like: Why do I do that? Who benefits? What do they value? and What am
I held accountable for?
Expectations describe the desired outcomes for each responsibility. They identify what your anticipated contributions could
look like. Expectations that are clearly understood by you and your supervisor are crucial to your individual success and
the success of the business. Your focus should be on outcomes, not on the activities required to reach the outcomes. At
first, this concept may seem difficult to apply.
At first glance these may seem appropriate expectations
For a machine operator: “Operate equipment following
prescribed procedures”
For a plant manager: “Implement new work processes”
For a procurement leader: “Build an effective procurement
capability”
For a compliance manager: “Build and maintain world-class
compliance systems”
Standard procedures may be a way to “Maintain safe work
practices” and “Minimize unplanned downtime”
The goal of new work processes may be to “Reduce
operational waste” or to “Improve yield”
The reason to establish an effective procurement capability
may be to “Buy goods and services at higher quality and/or
lower cost than competitors”
The purpose of upgrading compliance systems may be to
“Reduce compliance risks while maintaining operating
flexibility”
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