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Chapter 13: Job Classification and Design Valid job descriptions and a sound job design serve as central components for many Human Resource (HR) functions, including recruitment, retention, training, and development activities. Thorough and accurate job descriptions are also necessary to ensure that employees' skills fit with the requirements and context of the job. In this chapter, we present challenges, strategies, and workforce practices related to "Job Classification and Design." Exhibit 13-1 provides a snapshot of the chapter. Exhibit 13-1 Snapshot of Chapter 13 Chapter Road Map Concept and Definition Workforce Challenges....................96 Aversion to Manual Outdoor Labor Lack of Flexibility and Autonomy Lack of Learning Opportunities Industry Strategies.....................96 Create Dual Career Tracks for Managers and Technical Experts Emphasize Job Enrichment Create Advancement Within Positions Workforce Practices....................97 Job Classification and Design allows organizations to Minnesota DOT Transportation Specialist better classify and design jobs to maximize the Series (TSS) recruitment and retention of employees. Pennsylvania DOT Position Analysis Workbooks (PAWS) Definition of Job Classification and Design: Involves designing jobs to possess the appropriate scope of tasks and skills required; allows for employees to stay interested and challenged without being consistently overburdened. Workforce Pipeline Target Area Target Career Stages Comm. 4 year Graduate Entry-Level Mid-Career Senior K-12 Retirees Colleges Colleges Schools Staff Staff Leaders TRANSPORTATION WORKFORCE PIPELINE Job Classification and Design Chapter 13 Target Area 95