What to include on a Job Description?

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A well designed job description clearly clarifies the role within the specified function.  It allows the manager to set clear and concise expectations of the person’s duties, tasks, accountabilities and responsibilities.

In relation to the recruitment process – it is the most critical document.

The recruitment activities will flow naturally from a well written Job Description.

Advertising Campaigns

Creating good copy starts with an accurate brief of the job requirements, selling points and motivation for someone to apply, and be successful in the job.

Advertising is fundamental to the successful attraction of the right candidate with the right skills.

Candidate Attraction

The advert must attract the most suitable candidates and this can only be done if the job description was able to describe the skills, knowledge and requirements.

Advertising is fundamental to the successful attraction of the right candidate with the right skills.  I know I’m repeating myself….it’s an important point!

CV Screening

The Job Description allows the recruiter to accurately screening in and out the CVs against job related, objective and fair criteria.

The criteria must not refer to any Protected Characteristics.

Selection Methods

Choosing the best and most appropriate selection method relies on a well written job description.

For example, if performing presentations in front of clients or peers is an essential part of the role then you may wish to assess the candidates skills in this competence.

Find out the positive indicators associated with Presentation Skills.

Questioning Techniques

Gathering the right information to be able to make a good judgement and decision on someone’s capability of performing the job – you must ask the right questions.

The interview really isn’t a chat – it’s a formal process to assess the candidates suitable [on many levels] to the job, the organisation, the culture and the team.

The job description isn’t just for advertising the position – it’s a useful document for the ongoing performance management of the incumbent (employee!)

Induction & Orientation – it’s good for all parties to know exactly what is expected of the person and at what level of competency the job should be performed.

End of Probation Period – to evaluate the performance of new joiners.  If you do not have clear objectives in place it’s going to be very difficult or impossible to manage someone effectively.

Training & Development – if you have both essential skills and knowledge and desirable skills and knowledge the JD will act as a reference point for training needs in the future.

Annual Appraisals – to identify strengths and developments in performance.  It is normal to start an appraisal interview by reviewing the contents of a Job Description with the post holder after making necessary changes.

Job Evaluation – larger companies will have a compensation and benefits analysts evaluating the jobs in the organisation and ensuring some consistency of grading and all associated responsibilities etc.

The Job Description is a live document to be reviewed and amended as appropriate.


Dawn Moss | E: dawn@yourinterviewcoach.co.uk | M: 07932 434303
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