What are the key elements of a job description development process?

As a hiring manager or recruiter, analyzing a job goes further than listing the bullet responsibilities. In my experience, a new job description will often change as a hiring manager starts meeting with candidates, so there is a need to dig deeper. The more you can learn about other team members, managers,team goals etc., you can find what gaps they need this new hire to fill. Find the top three must-haves for skill set and culture fit. Then find at least three benefits this role can bring to the candidate in a competitive market. Being able to clearly layout team structure, growth plans, and culture is key!

I think first there needs to be a clear differentiator ensuring that you're creating an internal job description versus an external job description. For internal position descriptions, you need to understand the company organization chart, where this position fits in, and how it contributes to the organization. Next is detailing the role and responsibilities, ideally through a performance-based description, detailing specific, measurable accountabilities, creating a clear goal post that doesn't continuously move. Organizational culture and values should be a guiding foundation, and lastly is the compensation range that aligns with the description itself.

El perfil que buscamos es de una persona que sea proactiva, con buenas habilidades de comunicación verbal y escrita para atender a clientes y comunique los problemas existentes dentro de la empresa. Necesitamos a alguien que pueda ayudar con el manejo de bases de datos, que sepa automatizar procesos internos. Que tenga buen manejo de las herramientas de Microsoft Office como lo son Excel, Powerpoint, Word, Onedrive y Outlook.

This is such a great point. A mentor of mine once shared that if you can't summarize an idea in two to three sentences, you likely don't know what you're talking about. It's important for a job description to be thorough, to have depth, to have specific accountabilities, metrics, and measurables, and an understanding of how this position and role contributes to the overall success of an organization. But if you can't easily articulate the role in two to three sentences and how it fits into the organization, you're probably not ready to roll the position out.

They should also include milestones/expectations at the 30/60/90/180/365 day marks. Job seekers deserve a clear understanding of the expected KPI/OKR’s.

It is highly recommended to limit the number of key responsibilities, a guide there should be no more than 10-12 ‘Key Accountabilities’ in total

Two points to consider here. First, ChatGPT is a great tool. Ask Chat for a performance-based job description and inquire about the prompt it needs from you to create the most relevant performance-based job description. The other question I like to ask my clients is, how long will it take this person to get up to speed and operate at 80% capacity? One year from that point, if this is an exceptional hire that is absolutely exceeding expectations, what are they doing in their day-to-day? What are they accomplishing? What are they achieving that makes you see this person as a standout employee? By looking into the future past the initial training process, it's much easier to describe this person's responsibilities and duties.

Given today's emphasis on adaptability, consider including a note about the potential for cross-functional collaboration or skill development opportunities within the role, as this appeals to candidates seeking growth in uncertain times. Also, if the duties are a long list, consider utilising AI tools to help group these together and simplify.

-These should be QUANTIFIABLE - as in numeric. -Use of the word “OR” should be used liberally in areas such as software programs, educational requirements, industry experience, etc. (ie “Expert knowledge of advanced functions in spreadsheets such as Microsoft Excel OR GoogleSheets OR Apple Numbers; Excel preferred”) -They should be FACTUAL and ACCURATE - ie not asking for ten years of experience for a software program that has only been on the market for 4 years. (HINT: Wikipedia usually has release dates listed.)

I agree with what is outlined above as a starting point. It is critical to take this thought process a step further. I recommend considering what makes the role, team & body of work unique. Often these considerations will drive a candidates engagement as they are able to envision themselves as a piece to the puzzle.

Have someone outside the team review the description for unconscious bias and inclusivity to help attract a diverse candidate pool.

Siempre incluiría las competencias requeridas para el puesto y los KPI’s con los que se medirá su desempe?o. Sin estos dos nos quedamos con una descripción de puesto que no agrega valor al colaborador para saber hacia dónde debe enfocar sus esfuerzos y crecer en su puesto y eventualmente en la empresa.

I would also highly suggest the use of relevant knock out/filtering questions for *absolute* requirements in your ATS. The market is oversaturated and people are desperately applying to jobs the are not qualified for. Filtering questions - when used consistently and impartially - can significantly cut down on noise for your recruiters and hiring managers.

Overall, the recommendations above represent a wonderful starting point! It is critical that we author compliant job descriptions which also incorporate a company's values & vision. Ideally, this is captured cohesively through an EVP which can be tied through out all descriptions for a company.

Key Performance Indicators (KPIs) is an area that you should include, as it is a strategic practice that enhances clarity, accountability, motivation, and alignment with organizational goals.

In addition the job description should preferably include information related to the job cadre, associated grade & reporting line. Moreover there should be a specific section dedicated to identify KPI’s as well as a separate section dedicated to applicable decision making authority related to the role regarding financial, organisational & standard documentation decisions.