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Journal of Management Development

ISSN : 0262-1711

Article publication date: 11 September 2017

The purpose of this paper is to present the possibilities of formal and structural appearances of a job description, with correct content, through corporate examples and the result of a research.

Design/methodology/approach

The author in this paper aims to demonstrate the possibilities of the design of job descriptions, based on more than ten-year-long, intense, empirical research of job descriptions (cca. 1,200 examined and analyzed items).

During the research work, a 2D job description sample has been created, mapped from a 3D job description, based on an earlier research. This 2D sample can serve as a good starting point for companies in the creation of new documents. Furthermore, the process of the formal visualization of job descriptions has been described, and structured and semi-structured formal visualization have been illustrated, with corporate examples.

Research limitations/implications

A well-visualized job description can lead the employee, the employer and the company as well to comprehension and competence, thus job descriptions become one of the tools of HRD visual management.

Practical implications

The aim is to support the job description writing process, which therefore will lead to a well-formed and well-structured, attractive, “living” document.

Originality/value

The form and content of a job description, the aims that it serves and the message it conveys really make a difference. 3D job descriptions are under patent design protection in Hungary (Registration Number: 90 806 D0500121).

• Human resources
• Job descriptions
• Form of job description documents
• Formal requirements
• Visual management

Pató, B.S.G. (2017), "Formal options for job descriptions: theory meets practice", Journal of Management Development , Vol. 36 No. 8, pp. 1008-1028. https://doi.org/10.1108/JMD-01-2016-0019

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Job Recommendation Based on Extracted Skill Embeddings

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• Atakan Kara 10 ,
• F. Serhan Daniş 11 ,
• Günce K. Orman 11 ,
• Sultan N. Turhan 11 &
• Ö. Anıl Özlü 10  

Part of the book series: Lecture Notes in Networks and Systems ((LNNS,volume 544))

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• Proceedings of SAI Intelligent Systems Conference

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With the increasing popularity of online recruiting platforms in modern industry, most employers choose these platforms as a means of connecting with potential candidates for open positions. Developing job recommendation systems can significantly help both employers and job seekers in speeding up this process and finding the best matches. Using skill phrases extracted from unformatted and unstructured CVs and Job Descriptions, we propose two approaches with different similarity metrics, namely Word Mover’s Distance and Cosine Similarity. We selected TF-IDF with Cosine Similarity as a baseline and evaluated our methods on the real data from an online recruitment company, Kariyer.net. Our results suggest that the previously unstudied Word Mover’s Distance-based approach outperforms Cosine Similarity-based approaches and gives promising results in the job recommendation domain.

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Kariyer.net is an employment-oriented online service located in Turkey.

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Kariyer.net, Ar-Ge, Istanbul, Turkey

Atakan Kara & Ö. Anıl Özlü

Computer Engineering Department, Galatasaray University, Istanbul, Turkey

F. Serhan Daniş, Günce K. Orman & Sultan N. Turhan

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Correspondence to Atakan Kara .

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Kara, A., Daniş, F.S., Orman, G.K., Turhan, S.N., Özlü, Ö.A. (2023). Job Recommendation Based on Extracted Skill Embeddings. In: Arai, K. (eds) Intelligent Systems and Applications. IntelliSys 2022. Lecture Notes in Networks and Systems, vol 544. Springer, Cham. https://doi.org/10.1007/978-3-031-16075-2_35

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6 Common Leadership Styles — and How to Decide Which to Use When

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Research suggests that the most effective leaders adapt their style to different circumstances — be it a change in setting, a shift in organizational dynamics, or a turn in the business cycle. But what if you feel like you’re not equipped to take on a new and different leadership style — let alone more than one? In this article, the author outlines the six leadership styles Daniel Goleman first introduced in his 2000 HBR article, “Leadership That Gets Results,” and explains when to use each one. The good news is that personality is not destiny. Even if you’re naturally introverted or you tend to be driven by data and analysis rather than emotion, you can still learn how to adapt different leadership styles to organize, motivate, and direct your team.

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• RK Rebecca Knight is a journalist who writes about all things related to the changing nature of careers and the workplace. Her essays and reported stories have been featured in The Boston Globe, Business Insider, The New York Times, BBC, and The Christian Science Monitor. She was shortlisted as a Reuters Institute Fellow at Oxford University in 2023. Earlier in her career, she spent a decade as an editor and reporter at the Financial Times in New York, London, and Boston.

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