A job description may seem like minor detail to most hiring managers, as putting the "duties" of the role on paper. However, I believe it plays a vital role in attracting the right candidate into your organisation and should be reviewed as part of the recruitment process. For HR it's often another administrative task to add to their long list of to-dos. The solution is for HR and hiring managers to review this as part of the hiring exercise on a regular basis. You can be offering the best job in the world but if you don't communicate it right you can lose your best candidate.

WHAT IS A JOB DESCRIPTION

A job description or position description is a document which outlines the details of a specific role. Ideally a job description should predominantly focus on the outcomes expected of the role rather than what the candidate needs to have to do the role. It should give the reader an over view of what they will be performing in the role, the context of their responsibilities, how the role fits in with the team and organisation operationally and strategically. In areas that are still suffering from skills shortage (this obstacle will never go away for some industries) a job description is an effective attraction tool.

WHY SHOULD MY ORGANISATION HAVE ONE?

Your organisation should have one for every position. I know this can be a huge task, but you'll thank yourself later. The following are a few very good reasons why you should get those job descriptions done.

• Should an employee complain that their duties are not part of their job, you can refer back to this document for verification.
• It can be used to avoid accusations of discrimination further down the track.
• It defines the employer's expectations of someone performing the role
• In the process of creating a job description, it will become clear to you the objective and nature of the role and where changes need to be consider.
• It sets a performance standard and communicates to the reader what the accountabilities and objectives are
• It defines the pecking order right from the start
• You can use it to manage expectation at the recruitment stage
• If your organisation uses external recruiters, this will help them do a better job for you. I hate it when I get asked to work on a job with no job description! When clients outline in an email two sentences about the position, it is very difficult for me to help them achieve their goal. A ten year old JD is just as bad.

WHAT SHOULD I PUT IN A JOB DESCRIPTION?

There are many variations of a job description depending on the level of the role. Before you even start, I suggest you speak to the incumbent and their manager. Ascertain from them their

• Performance objectives for the role
• Daily accountabilities (for the manager ask them what they expect to be done, for the incumbent, ask them what they work towards every day and where they see themselves in the team/organisation).

To begin with a basic job description would include:

• The position
• The primary location of where the position is based
• Division and department
• Incumbent (optional)
• Who the role reports to
• Date which the position was last reviewed/updated

I recommend that the rest of the job description include:

• A summary of the department/division and where this fits in with the big picture and goals of the organisation. This needs to be brief and to the point like a media release.
• Job Summary - first heading: This is a short summary of the performance objective or purpose of the role and why it was created. A paragraph will do.
• Accountabilities and performance objectives - second heading:Most job descriptions will have "duties and responsibilities" in this section. I don't find this very engaging and I never have as a job seeker or a recruiter. A few years ago I came across a book called "Hire With Your Head - using power hiring to build great companies" by Lou Adler (I am a huge fan). If you are interested in reading this, it is the second edition, published by John Wiley & Sons 2002. Anyway, back to the point. In this book I came across what Mr. Adler refers to as SMARTe Performance Objectives. Specific, Measurable, Action oriented, Results defined, Time based, environment described. I immediately understood what he was getting at and why candidates often view job descriptions with indifference or forced interest. In short, don't just write down duties. It's boring, you won't stand out, it doesn't excite the candidate to want to do the job, it makes the job look like it has no future. Use the SMARTe model to give accountabilities meaning and turn them into goals. For example, here is a performance objective for an agency recruiter: "By the end of the first quarter develop and implement strategies to recruit a candidate pool of 25 candidates with skills in joint venture, corporate strategies, accounting and corporate advisory to be contracted to multinational organisations and corporate finance firms. This pool must be maintained over the subsequent quarters". Use the information you've gathered earlier to do this.
• Briefly describe the reporting line associated with this role. Keep this brief and to the point as you should have an organisational chart which clearly defines and details this anyway.
• Requirements to Perform The Role: I recommend two sub headings. Essential and Desired requirements. Under essential list what is absolutely essential to do this role. For highly technical management roles, list things like tertiary qualifications, demonstrated achievements, specific experience. The desired section, is basically your wish list (keep it to about 10 important wishes), so things that will help but essentially can be trained or learned. I know I don't need to tell you this but never, ever put things like age, gender, race, sex requirements in here. Ever. Unless you want a discrimination lawsuit against you.
• Special requirements or circumstances: If the role requires out of hour work of travel etc., make sure you state that it does. If these fluctuates, don't put down specific requirements like "Requires travel once a month", just leave it as "Intrastate, Interstate, Overseas travel is expected and duration will vary"
• Progression: If this is an existing position, briefly outline where those who have held it in the past have been promoted to or moved on to do. I personally think this is important if it's a junior role as it gives the person a sense of purpose and it shows them that there is light at the end of the tunnel. Sometimes a very bright and rewarding light.
• Remuneration/bonus structures: Speaks for itself.

WHAT DO I DO WITH IT ONCE I'VE WRITTEN UP A JOB DESCRIPTION?

Proof read, have the hiring manager, the person who has to sign it off and the incumbent to read through it and amend/adjust accordingly. Review this at least once a year. Especially when you need to recruit for the role again and ask yourself what has changed? As your organisation develop and grow often the positions do as well. Not to mention affects and effects of changes in technology, workforce demographics, business legislations, the way business is carried out, restructures and consolidations, mergers and acquisitions.

HAI'S TAKE ON THIS MATTER

I mentioned earlier that a job description can be an effective tool for attracting the right candidate. This isn't some revelation I had in a dream. I have recruited for many different industries and organisations and the feedback I get from candidates after they see job descriptions has made me bring this to you. Some of the most complacent organisations are the mid tier professional services firms who don't bother updating their job descriptions for years or even bother with giving them to recruiters. If I were to present 2 jobs to a candidate, the companies are of similar status in the market, but one role has a job description and the other doesn't, immediately the candidate will lean towards the one with the JD because information is given to them and they will respect that. It sets the expectation and demonstrates professionalism from the word go. To me the recruitment process is about risk management, the point where expectation management starts and of course finding the right candidate with the right skills, competencies and attitudes for your team and organisation. A specific job description will help with this. It defines the position and expectations clearly to the candidates and to the interviewer. Give this to shortlisted candidates before the interview. Give this to agencies if you enlist their help for a recruitment drive, if they have a clear understanding of your goals and the position, they are more effective and you'll reduce the drop out rate. I can't make you do it but I will certainly try!