Tips for Writing Job Descriptions

Traditionally, compensation analysts or generalists in the human resources function prepare job descriptions based on information gathered through job analyses. Because line management has more direct knowledge of jobs within their areas, they are assuming more and more responsibility for writing job descriptions. In this case, human resources communicates writing standards, provides line management with consultation and reviews job descriptions for consistency.

Job descriptions are generally between one and three pages long. A good starting point for writing job descriptions is the Department of Labor's Dictionary of Occupational Titles, which describes more than 10,000 occupations in summary fashion. Benchmark descriptions from salary surveys are also an excellent source. However, content from these sources needs to be adapted to the specific functions and requirements of your job, which is best obtained by a thorough job analysis.

Job descriptions are generally clear, brief and written in a telegraphic style.

• Use present tense.
• Use action verbs to explain job functions.
• Use a telegraphic style (implied subject, verb, object, explanatory phrase) where the implied subject is the job incumbent and the explanatory phrase tells why, how, where or how often the task is performed. For example, "Operates computer and peripheral equipment to obtain information for requesting departments."
• Use clear and concise language.
• Use examples for words that have varying interpretations.
• Avoid unnecessary words (the, an).
• Avoid employee names; use job titles when necessary.
• Don't use proprietary names (Xerox).
• Don't refer to organization-specific forms or parts, which can change frequently and are not understood outside the organization.
• Avoid gender-based language (he/she).
• Exclude reporting relationships for non-exempt jobs where incumbents may report to several different people.

• Describe the nature of the work performed (Clerk, Processor, Analyst), when possible.
• Indicate the level of work performed (Senior Analyst, Lead Accountant), when possible.
• Don't inflate titles (Sanitary Engineer for Janitor).
• Avoid potentially discriminating titles that refer to age, gender or race (Girl Friday, Salesman).
• Avoid demeaning titles (Helper).
• Consider how the title relates to similar jobs in the industry.
• Ensure that the title fits your organization's culture.
• Consider whether the job description will be used in one or several departments (Accounting Manager or Manager).
• Consider other practical limitations (the length of the HRIS job title field).

• Limit the section to seven to ten statements.
• Exclude duties that do not account for at least 5% of the work, unless critically important.
• Present duties in a logical order such as the sequence in which they are performed, their relative importance, or the percentage of time spent on each task.
• Incorporate relevant information into the statements including level of independent judgement, physical and mental effort, contacts, work complexity, equipment and supervisory responsibilities.
• Include information regarding the frequency of the task and/or the percentage of time spent performing the task.
• Use words, sometimes called "level cutters," to differentiate levels of the same job family. Typical "level cutters" relate to education/training, work experience, mental effort/ingenuity, physical and mental effort, consequence of error, working conditions and hazards.
• Identify functions that are "essential," as defined by the ADA.

• Avoid arbitrary requirements that cannot be validated.
• Indicate why each specification is required to perform the job and how it is normally acquired. Relate it to what, how and why the job is done (Ability to read and comprehend instruction manuals, in order to remedy minor equipment malfunctions).
• State specifications in terms of minimum requirements necessary to perform the job; do not inflate requirements.
• Be specific and realistic.
• Do not consider the particular education, experience or skill level of current incumbent(s); think only in terms of what the job requires.
• Practically speaking, job descriptions should:
  • be written as the job currently exists, not how it will look in the future.
  • contain critical data regarding the nature and level of work performed.
  • be approved by line or staff management.
  • receive human resources concurrence.
  • be reviewed for accuracy every two to three years.

Job descriptions should not:

• be implemented until planned reorganizations have actually occurred.
• be biased by a preconceived outcome (specific grade or market data).
• be used to achieve hidden agendas, such as perquisite or bonus program eligibility.