Evaluate the role not the incumbent. Imagine the job is unoccupied; the evaluation profile should reflect the organisation and position requirements, not any particular occupant.
Evaluate what the organisation designs the role/position/job for (not what the immediate tasks or targets are)
Evaluate what is typically required to do the role competently, rather than what is desirable, or aspirational, or might be required occasionally
Actual current incumbent performance is irrelevant; skills and accountabilities required for competent performance of job requirements is the appropriate perspective
Assess what is the likely or frequent impact or outcome not the extreme (any employee can potentially damage a company)
Incumbents rarely present an unbiased picture of their role. Their perspective is usually upward aspirational, which is a good thing, but is not to be measured in basic job size
Always get at least one manager to review any job documentation to ensure it is balanced and reasonable.
HR specialists may have a role as honest comparator and reviewer
For perspective, consider the roles above and beside (peers and colleagues) to understand:
“if this person is doing XXX, what is the manager/colleague position for? Where are the responsibilities really located”, what is the overlap with the manager/colleague position, and what are the specific expectations and requirements of this role?”. This will help to reveal whether a job is being evaluated on its own requirements, or on wider or higher requirements which for this evaluation purpose are inappropriate.
