In my December 2008 column, I talked about how to create real-world job descriptions based on the various tasks that are performed in your firm, and what percentage of each employee and owners' time is spent on those jobs.
As part of the staff retreat that I recommend you conduct, I've suggested that your people first track their time, and then write job descriptions that match what those people are actually doing.
Once you've discussed what your staff is really doing, and confirmed it with their time sheets, you can decide if this is the most efficient way for your firm to operate. But be careful about being too theoretical: practical necessity has driven your staff to get all the jobs done the best way they could during this ebbing crisis. Unless everyone buys into a better way to divide up the work, their real-world experience is probably the best judge of how the firm works best.
