A well-written job description not only describes the position’s responsibilities, it helps effective human resources management in several ways. It sets the foundation for recruiting, developing and retaining talent and also platform the stage for optimum work performance by clarifying responsibilities, expected results, and evaluation of performance. It is also an important component to maintain an equitable compensation system and ensuring legal compliance. The document should be revisited and updated in-line with the yearly performance evaluation cycle.
A job description should contain sufficient information to describe major responsibilities and essential functions; however, the document should not include every detail of how and what work is performed so that it remains useful even when minor changes occur. Staff members or supervisors may write the job description, but the supervisor must approve it.

Job Description Completion Guide
Here are some writing style recommendations to help staff and supervisors write a clear, easy to understand job description.
• Use a clear, direct style throughout the description.
• Avoid the narrative form. Keep sentence structure as simple as possible.
• Begin each sentence with an action verb, using parallel structure.
• Use the present tense.
• Focus on essential activities; omit trivial duties and occasional tasks.
• Be precise and adhere to a logical sequence in defining responsibilities.
• Avoid vague words like “handle” that do not specify what actions the position takes.
• Use factual, non-technical language whenever possible.
• If acronyms are used, spell out the words the first time they are mentioned.
• Refer to job title rather than people’s names.

The following is an outline of the major sections of the job description, along with suggestions for completing them.
Section 1: Identifying Information
• Administrative information.
• Titles should communicate the purpose of the position – why the job exists (e.g., the title Coordinator, should be used to
describe coordinating the work of other departments and/or individuals – not just the position’s work).

Section 2: Position Purpose
• Bird’s eye view of the overall purpose.
• Why of the job exists—not “how” the work is accomplished.
• One or two sentences—not a detailed listing of tasks.
• Begin with “The position coordinates…”

Section 3: Responsibilities, Supporting Actions, & End Results Major Responsibility
• Usually a single sentence (don’t try to set down every detail).
• Allocate percentage of total time spent on each responsibility area. Supporting Actions
• Tell how major tasks and functions are accomplished.
• Use brief, to the point sentences.
• Begin each sentence with present tense action verb: and avoid verbs that do not indicate the action involved.

End-Results
• Focus on the outcome of the tasks.
• Include standards for measuring performance, useful in performance evaluations.

Section 4: Decision-Making
• Decisions You Are Free To Make
• Areas that the position primarily impacts or influences.
• Provide specific examples.

Explain Decisions Which Depend On Your Advice –
• Decisions which are escalated to the supervisors
• Recommendations to committees, departments, etc.

Section 5: Dimensions
• Areas for which the position has direct accountability.
• Areas for which the position has indirect accountability.
• Quantitative data.

Section 6: Job Qualifications
• Education and/or equivalent combination of education and experience.
• Skills necessary to perform job competently.
• Not incumbent’s qualifications.
• Differentiate between what is necessary and what is desirable.
Section 7: Other Information
• Any exceptional or unusual factors affecting the job.
• Exceptional working conditions or erratic schedule requirements.
• Any special processes, protocols, regulations (including workplace safety regulations) or, consequences associated with the position.

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