This article series addresses the steps you need to take throughout the hiring cycle, a process that can sometimes last half a year. In my first post, I discussed why planning ahead and hiring for the work you expect to have six months down the road is a smart strategy that will help you avoid being overwhelmed later. Now it's time to address the job description, often one of the hardest aspects of hiring a new person.

In building your business, resource planning involves hiring the right people and organizing their responsibilities in a way that maximizes efficiency and brings out the best in every individual. When creating a job description, do not fence yourself in with a job title - think in terms of responsibilities.

"Sometimes when you think you need a sales manager, you actually need a marketing manager, and vice-versa," Roberta Chinsky Matuson, a strategic human resources specialist who runs staffing company Human Resource Solutions, tells Inc. magazine.

The news outlet also suggests writing a summary of everything the position will require and any areas or obligations that fall under the job's jurisdiction. What qualifications would you like the ideal candidate to have? Be specific about technological capabilities and experience.

Before you can outline how other staff members will fit into your organization, you must first define your own role in the business. In a solo firm, you were the founder, CEO, CFO, head of marketing, lead administrator, the IT whiz and leader of operations. As more employees are added to the fold, you have the opportunity to pick and choose what responsibilities you will take on and which you will delegate to others on the team.

In The Entrepreneurial Journey, Norm Trainor explains the importance of having a resource plan that addresses the structure of the staff: the roles, role relationships, accountabilities and authorities. Each person on staff should have a clear ROA - a list of their responsibilities, objectives and activities. When you have determined those, you can derive the skills necessary to fulfill the ROA. Knowing exactly what skills you are seeking in each employee will make the applicant selection process smoother later on.

However, in creating new positions, a common misstep is defining tasks, rather than responsibilities and functions. If you give capable employees a checklist instead of wider-reaching goals, it's possible that you will end up having to manage every step they take (a time-consuming, counter-productive outcome), rather than being able to provide guidance at a distance and have the free time to build the business and work with the clients you want.

My colleague, Herb Koplowitz has also written recently on this topic and I suggest you read his latest blog to learn more about creating an effective job description.

Matthew Asser has spent the last few decades gaining expertise in how financial services firms can optimize their operations, marketing, new products, business development and client relationship management practices. He's well-versed in the challenges that an entrepreneur may struggle with, and as a Senior Coach and Facilitator, helps clients achieve business change through The Covenant Group’s extensive financial advisor training programs.