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"Job Descriptions":

Why Effective Job Descriptions Make Good Business Sense

Part 1: Five Tips About Job Descriptions
By Susan M. Heathfield

Effectively developed, job descriptions are communication tools that are significant in your organization's success. Poorly written job descriptions, on the other hand, add to workplace confusion, hurt communication, and make people feel as if they don't know what is expected from them.


Job descriptions are written statements that describe the duties, responsibilities, required qualifications, and reporting relationships of a particular job. Job descriptions are based on objective information obtained through job analysis, an understanding of the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce work. Job descriptions clearly identify and spell out the responsibilities of a specific job. Job descriptions also include information about working conditions, tools, equipment used, knowledge and skills needed, and relationships with other positions.

Still uncertain about the value of job descriptions? Consider these tips about employee job descriptions.


Job descriptions provide an opportunity to clearly communicate your company direction and where the employee fits inside of the big picture.

Whether you're a small business or a large, multi-site organization, well-written job descriptions will help you align employee direction. Alignment of the people you employ with your goals, vision, and mission spells success for your organization. As a leader, you assure the interfunctioning of all the different positions and roles needed to get the job done for the customer.


Job descriptions set clear expectations for what you expect from people.

According to Ferdinand Fournies in Why Don't Employees Do What They're Supposed to Do and What To Do About It," (see sidebar) this is the first place to look if people aren't doing what you want them to do. He says you need to make certain that they clearly understand your expectations. This understanding starts with the job description.


Job descriptions help you cover all your legal bases.

As an example, for compliance with the Americans With Disabilities Act (ADA), you'll want to make certain the description of the physical requirements of the job is accurate.


Whether you're recruiting new employees or posting jobs for internal applicants, job descriptions tell the candidate exactly what you want in your selected person.

Clear job descriptions can help you select your preferred candidates and address the issues and questions of those people who were not selected.


Well-written job descriptions help organization employees, who must work with the person hired, understand the boundaries of the person's responsibilities.

People who have been involved in the hiring process are more likely to support the success of the new employee or promoted co-worker. Developing job descriptions is an easy way to involve people in your organization's success.


Part 2: Five Warnings About Job Descriptions
By Susan M. Heathfield

That said, for an effective organization in this decade, job descriptions can slow you down. They can strangle your success and put people back into the organizational chart boxes you've been asking them to break out of for years.

The goal? Job descriptions that provide the positive impact discussed in the first part of this article, without these potential negatives. You can create the balance that allows job descriptions to inform, communicate, and align performance without damaging your speed, flexibility, and forward motion.

As you develop job descriptions, recognize that they are one component in an effective performance management system. Consider these warnings about employee job descriptions.


Job descriptions become dated as soon as you write them in a fast-paced, changing, customer-driven work environment.

You must supplement job descriptions with regularly negotiated goals and developmental opportunities, at a minimum, quarterly, preferably monthly. This requires the employee to meet with the boss or the team to establish the next set of specific, measurable objectives. This meeting must also be realistic. If the employee receives new goals and is still responsible for every task listed on the original job descriptions, this is unfair. Especially, if the goals and job accomplishments are tied to salary or bonus, you must take a look at where the employee is investing his time. If the job descriptions provide a wrong picture, change the job descriptions.


Make certain job descriptions have enough flexibility so individuals can "work outside of the box."

And, no, I don't mean to equate "other duties as assigned by the manager," with creative thinking. Job descriptions must be flexible so that employees are comfortable cross-training, helping another team member accomplish a task, and confident they can make appropriate decisions to serve their customers. You want people who are comfortable taking reasonable chances and stretching their limits. You don't want to encourage people to think, "That's not my job."


Poorly-written job descriptions can serve as evidence of wrong-doing or wrong-telling in a wrongful termination lawsuit.

According to Dr. John Sullivan, a nationally-known HR expert, there are many reasons to stop doing job descriptions. These include the fact that most are vague, unmeasurable, untimely, and unused.


For effectiveness, you must regularly look at and use job descriptions as part of your day-to-day work.

In addition to the updating of regular goals and objectives suggested above, job descriptions are an integral part of the performance management and evaluation system. They are used to determine salary increases and bonus eligibility. They are a job reference for determining how an employee spends her time at work. They provide a measurable focus for energy and attention. If not, I agree with Dr. Sullivan. Eliminate job descriptions.


Job descriptions that sit unused in a drawer, or worst, filed in the HR office, are a waste of time; they must be integral in your hiring process.

Take the actions discussed in the first part of this article, and make job descriptions an integral part of your hiring and selection process. Use job descriptions to obtain employee ownership and support for the position and to trace the parameters of the skills and abilities you seek for the position. In hiring, well-written job descriptions can help you make good hiring decisions. And hiring the right team, or "getting the right people on the bus," (see sidebar: Good to Great) is critical for your future success.

Copyright 2002 by Susan M. Heathfield

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