You place an ad. You hire an employee. Often, these things can be done without a formal job description.

However, doing so can lead to hiring miscalculations and management slip-ups later on. It can also put an employer at a disadvantage with the law.

Sooner or later, every organization should develop, and redevelop, job descriptions for its employees. It’s still the most traditional tool used in the hiring process, but it can also provide powerful management support once the hiring is complete.

What’s in a job description?

A job description clearly defines the job’s responsibilities and expectations. Details should cover the essential functions of the position and various prerequisites of the job. This includes educational requirements, employment experience, mandatory skills, and any certificates or licenses that might be needed.

In addition to the duties that are outlined, a well-written document should provide guidelines that can keep an employer in compliance with the law. Accurate descriptions may also provide protection against charges of employment discrimination.

The document should include specific details of a job’s physical requirements, along with ergonomic and environmental conditions. The reason? Defining working conditions and physical demands will help a company comply with regulatory requirements of the Americans with Disabilities Act (ADA). Statements such as, “must lift objects of a certain weight,” and “must stand for long periods of time” are helpful in describing the work environment that a job entails.

Overtime regulations also come into play, and a well-developed job description can help an employer clarify which positions are eligible for overtime pay and which are exempt from overtime pay requirements.
 
From recruitment to performance

Beyond the hiring process, a written job description establishes expectations for performance and gives employees a vision of available opportunities. Based on the duties within the description, organizations can set measurable performance goals, encourage excellence, and develop standardized compensation programs with minimum and maximum compensation limits for each position.

By using job descriptions as a performance management tool, both supervisors and employees clearly understand the differences between entry-level and intermediate positions and recognize what’s required to move up in the organization.

Instead of confining people into rigid responsibilities, a good description can actually help employees develop their careers, preparing them for options that come their way.