How to Write Job Descriptions: 5 Key Elements That All Effective Job Descriptions Have in Common
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Without a strong and effective job description, the expectations of the actual position will fail to be communicated between an employer and employee from the very beginning. A job description is the important foundation that is crucial to many steps during an employee's career - annual performance reviews, future employee raises and promotions, and more.
As you prepare to strategically write job descriptions, you could quickly find out that the standards you set for one position will affect one or more other job functions. As a successful human resources leader, you will need to look to the universal characteristics that make effective descriptions for every job now and into the future.
The Basics of the Job Description
As you begin to draft job descriptions at every level, you will find that each document may vary in length from a couple of paragraphs to several pages. The fundamental sections of every job description include: the title of the position, department, supervisor name and title, required qualifications, essential job functions, and anticipated results.
5 Key Elements to Consider
As you develop job description content regarding the position's qualifications, job functions, and results, there are five key elements that will enhance the long-term success of your HR program.
1. It uses action verbs. As you expand the function points of the job, be sure that you begin each statement with an action verb in the present tense (e.g., supervise, organize, create, educate, execute, and repair).
2. It is clear and specific. Using vague phrasing can make it confusing for both the employer and employee. Additionally, if your company is faced with a disability or unlawful termination lawsuit, there is a great deal left open to the court's interpretation since the terms are not written in specific and/or measurable terms (if pertaining to expected results).
For instance, instead of writing "works well with others" as a job function, you can say: "he or she communicates operational policies with floor staff in person and in writing daily to ensure safety." Or rather than "heavy lifting," you could write it in specific terms: "the job requires lifting up to 25 pounds at a time and maneuver on ladders and tight spaces."
3. It is comprehensive of the job. Be sure to consider the full scope of each employee position, which could include less-frequent job duties. At times, there are certain job duties that may be an assumed part of the job, but everything must be recorded and understood.
In the job description, there are often four major categories: physical (walking, sitting, and bending), learned skills (industry experience), job duties (hours and travel), and behavioral skills (leadership and communication). As you are writing the job description, are there any potential responsibilities that the worker may be asked to do at any time?
4. It complies with FLSA. Sometimes it takes more than an understanding of the Fair Labor Standards Act (FLSA) requirements regarding wage and hours. In order to create a more effective and accurate job description that complies with FLSA, an HR manager needs to audit what employees actually do in their given job roles.
5. It continues to evolve. As the company begins to grow over time, it is only natural to assume that job roles and the departments they serve will change as well. It is important that you continue to reassess job descriptions periodically, so that they still accurately reflect the job expectations.
Knowing how to write job descriptions for your organization is only half the battle; the other half of successful HR management is keeping them up to date and relevant with the company's mission. At their best, an effective use of job descriptions can help leverage productivity for the organization. They also serve as a tool for the employer and employee to communicate and measure expectations of the job to mutual benefit. As employee relations disputes may arise, the job description is a useful resource that is intended to be the baseline for expectations of employee performance.
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