Job descriptions are an employer’s first communication with a potential new hire. Accurate job descriptions provide a basis for job evaluation, wage and salary comparisons, and an equitable wage and salary structure. In particular, well-written job descriptions should:

Job descriptions are one of the primary documents that become a factor in employment litigation. They can make the difference between winning and losing in discrimination, wage and hour, and equal pay disputes, as well as workers’ compensation, unemployment, and collective bargaining claims.

The style and content of a company's job descriptions say a great deal about the company itself, its management philosophy, its attitude toward change and growth, and its priority areas for personnel development. What is included in a job description is also influenced by the level of the job described. Higher-level position descriptions usually focus on overall responsibilities, interrelationships, and lines of authority and are used primarily for organizational planning and management development programs. Lower-level job descriptions, on the other hand, usually cover day-to-day activities, making them more useful for orientation, training, and wage and salary administration purposes. The aim of any new or revised job description program should be to develop descriptions that lend themselves to a number of different uses rather than to specifically meet one or two pressing needs.

The first step in establishing a new or revised job description program is to set goals for the program. When determining the purpose of a job description program, consider the following:

The next step in establishing or revising an existing job description program is to determine who will manage and who will conduct the process. Generally, the manager charged with overall responsibility for the program would be the person responsible for the compensation department. In a medium-sized company, the compensation manager might be charged with management responsibilities, with the frontline work completed by a job analyst. In a small company, the entire job description program, from conceptualization through execution, might rest with the HR manager. How an organization handles the job description program depends on factors such as internal expertise, goals of the program, and finances.

Who should prepare job descriptions? The next decision to make is, who will actually prepare the job descriptions? Who will conduct the job analyses and determine the job specifications? While it is the HR department in most medium-sized and larger firms that perform the job analysis function and coordinate the writing of job descriptions, the entire process usually requires some input from other levels of the company hierarchy—supervisors and employees included. The key to establishing accurate and enforceable job descriptions is to engage the individuals who are most familiar with the daily activities conducted by the individuals within the job and who can also maintain objectivity in quantifying and describing duties.

The approval process. No matter who does the actual writing of job descriptions, there must be a person (or people) responsible for approving the finished product. Approval procedures vary according to the amount of responsibility given to supervisors and job analysts, the extent to which the company favors administrative controls, the purposes for which the job descriptions will be used, and the terms of any relevant union contracts. A basic approval process would include the following steps:

In the case of unionized employees and depending on the ultimate use of the job description, the union may also be asked to participate in the review and approval process.

The advantages of this type of approval process are obvious. Each individual reviews the completed job description from their own unique perspective, evaluating it on the basis of what they know and understand best about the job in question. This is an excellent means of obtaining broad-based participation in the program while at the same time encouraging each group to stay within the limits of its own expertise.

Each organization has different rules regarding access to job descriptions. While a company's particular needs may demand some deviation from the following guidelines, they can be used as a starting point for establishing company policy:

A crucial factor in the success of any job or position description program is the procedure for keeping descriptions up to date. Changes in jobs take many forms and occur for a variety of reasons. For example, a change in the job's physical surroundings might affect the level of hazard or fatigue, creating the need for protective garments or equipment and/or creating a need to accommodate an otherwise qualified individual in the job. A technological change, either in the product itself or in the equipment or process used to manufacture it, might make the job easier or more difficult to perform; it might also create or eliminate a need for special knowledge. They can occur when there is an organizational structure change, when there are continuous problems in a department, or when a global pandemic fundamentally changes the nature of the work and where it is performed. Inaccurate job descriptions can create problems when used as evidence in litigation, and accuracy is key. Over time, job responsibilities can grow, shrink, or disappear. Finally, outdated job descriptions may contain language that is aggressive or unintentionally gender-specific or discriminatory.

In order to keep job descriptions up-to-date, consider setting up a formal review program. If a yearly review is not possible for every job, then at the very least, certain jobs should be classified as benchmark positions for the purposes of review. These jobs would then be reviewed (and updated as appropriate) yearly. Other jobs in the same family would then be reviewed on an as-needed basis, based on the findings of the benchmark reviews, as well as on some other predetermined interval.

A well-crafted job description is a written statement that describes the main objective of a job, its essential and nonessential functions, job qualifications, and other information about the job. A job description may describe duties, skills, effort, responsibilities of the job, environmental and working conditions specific to the job, as well as the education and experience required for performing the job. It may also include information on tools and equipment used and relationships with other jobs. A job description describes the job, not the person or persons who hold that job.

Many job descriptions contain the following elements:

This framework may vary from employer to employer and from job to job. The basic elements and the overall format of the job description will be discussed further in this section. One important thing to remember is that all job descriptions within an organization should follow the same rules for application of a particular format. Those individuals responsible for writing them should receive similar instructions and follow the same guidelines so that valid comparisons can be made among jobs.

Job identification is the basic introduction to the job description. It includes elements such as the job title, job code, job grade (if applicable), Fair Labor Standards Act (FLSA) status (i.e., exempt or nonexempt), immediate supervisor's title, and department. The job identification should also include the date on which the job description was written and approved. Only items of information that are relatively permanent should be included in the job identification (e.g., use a supervisor's title, not their name). This information may be arranged in a number of ways. For example, a smaller company may simply ask for the job title, department, supervisor's title, and the date.

Job titles. One of the most important elements in the job identification is the job title. A job title that identifies the job accurately and precisely is not only valuable to the jobholder or to someone just starting the job but also establishes the relationships among jobs and serves to help in comparing the job with others in the organization. A good job title describes the job in a word or two, indicates the job's specific field of activity, its relationship to that field, and its professional standing; provides some form of prestige to the jobholder; and accurately reflects the job's content, purpose, and scope of responsibility. A good job title should also indicate skill level or supervisory level, where valid distinctions exist. Job titles should be similar or identical to one of the titles the job has had in the past so that employees and supervisors won't have to learn a completely new vocabulary every time job descriptions are written or revised.

Job codes. Another major item in the job identification section is the job code. This refers to the employer's unique combination of numbers or letters that the company has assigned to the job. Many firms have either used or adapted the six-digit numerical code used by the Department of Labor in its Dictionary of Occupational Titles (DOT), now known as the Occupational Information Network (O*NET). Other companies set up their own set of numbers and letters to denote various categories for internal HR use. For example, the first letter of the code might be 1 for exempt or 2 for nonexempt; the second might be 3 or 4 for supervisory or nonsupervisory; the third, 1 through 9 for job categories under the Equal Employment Opportunity Commission (used in the Commission's EEO-1 Form); the fourth might denote which, if any, bonus compensation program the job is part of, etc.

FLSA. The job description should make clear whether the position is exempt or non-exempt, which is not the same as saying a position is “salaried” or “hourly.” As exempt status is determined by the actual job duties, the job description itself should support the listed status. In addition, care should be taken not to misclassify workers as “independent contractors.”

The second section of a well-written job description is known as the "position summary." It is a brief, narrative picture of the job that highlights its general characteristics. It is especially valuable to the reader who wants to obtain a quick overview of the job. The job summary should provide enough information to differentiate the major functions and activities of the job from those of other jobs.

Since brevity, accuracy, and objectivity are primary goals in writing the job summary, it is wise to follow these three basic rules:

The choice of words in the position summary is a crucial factor. The meanings established for certain words in a particular job summary should be applied consistently throughout all job descriptions. Try to avoid ambiguous words that leave themselves open to a number of possible interpretations. And finally, use simple terms and phrases that are familiar to everyone in the company. It is often in the job summary section that the phrase "performs other assignments (or duties) as required" is included. This conveys the message that certain things that must be done are not always included in the job description.

Essential functions are common to all job description formats and represent a summary of those functions associated with the job. The essential functions should represent those duties that must be performed in the job. When assigning essential functions to a job, first determine whether the employee is actually required to perform that function. For example, a description might say that typing is an essential function for a receptionist, but if the employer never required any employee in this position to type, typing would not be considered an essential function. If individuals who hold the position are actually required to perform that function, the function may be considered essential. Sometimes, the essential duties section will be followed by a section on "Additional Responsibilities," which are nonessential or marginal job functions. When trying to identify the essential job duties and responsibilities, it is vital to focus on the function of the job rather than the means used to achieve that function.

What to include in essential functions. Some of the items that might be included in essential functions are regular day-to-day functions; duties that occur at irregular intervals but that are of a recurring and essential nature; quantity and quality of supervision received; quantity and quality of supervision exercised; amount of human interaction required (in teaching, counseling, coaching, and training); extent of contacts made both inside and outside the company; responsibility for maintaining records; requirements for following instructions or orders; responsibility for company funds; degree of accountability for human and material resources; office machines or equipment that must be operated; physical demands; emotional demands; and any other unusual demands.

Using the 80/20 rule. When deciding which functions to include as "essential" to the job description, some employers use the "80/20 rule." The rule states that 80 percent of what comes out of a job is the result of 20 percent of what goes into it. In other words, only about 20 percent of what the employee actually does is responsible for achieving 80 percent of the job's results or objectives. This 20 percent of the job's content constitutes the essential functions of the job description.

Essential functions and the ADA. The federal Americans with Disabilities Act (ADA) prohibits employers from refusing to hire or employ an otherwise qualified individual with a disability as long as that individual can perform the essential functions of the job, with or without reasonable accommodation. The ADA Amendments Act of 2008 (ADAAA) significantly altered the way in which disabilities are evaluated and accommodated. Please see the Disabilities (ADA) section.

Under the ADA, as amended, "essential functions" are defined as those duties that an individual must be able to perform (i.e., fundamental rather than marginal duties). This is where job descriptions come into play. In determining whether a function is essential, one of the elements that the Equal Employment Opportunity Commission (EEOC) will look at is a written job description prepared by the employer before advertising the position or interviewing applicants.

An employer may ask about an applicant's ability to perform job-related functions, with or without reasonable accommodation. This can be accomplished by describing a particular job duty (e.g., an employee must be able to transport 50-pound bags from a loading dock) and then asking whether the applicant can perform that function. These duties should be accurate and actually necessary to the job. An employer may conduct nonmedical tests that measure an applicant's ability to perform job-related functions (e.g., a lifting test). If an applicant is asked to demonstrate performance and indicates that they will need a reasonable accommodation to do so, the employer must either provide a reasonable accommodation that does not create an undue hardship so that the applicant can demonstrate job performance, or allow that applicant to describe how they would perform the job function.

Job descriptions are not required under the ADA, but for most employers, detailing the essential functions in a job description will help ensure that applicants and employees with disabilities are not discriminated against because they cannot perform marginal job duties.

Practice tip for documenting essential functions. When writing job duties/essential functions, use brief, to-the-point sentences or phrases. Begin each sentence or phrase with an action verb. Use the present tense. Avoid verbs that do not specifically indicate the action involved. For example, "handles mail" might be better expressed as "sorts mail" or "distributes mail."

The skills section of the job description refers to work-related attributes acquired and/or developed through experience and education. Required skills should be related to work performance and are generally divided into basic skills and cross-functional skills. Basic skills are skills such as the ability to read or acquire new knowledge, listening, and writing. Cross-functional skills are skills such as problem solving, technical skills, and equipment operation.

Knowledge represents the acquisition of facts and principles about a domain of information. Knowledge can encompass areas such as business and management administration, economics, accounting, sales, marketing, customer and personal service, as well as many other position disciplines. There may be some overlap between knowledge and experience/education. However, in the knowledge portion of the job description, the employer should address the facts and principles of the particular discipline with which the candidate should have a specified level of familiarity. For example, a knowledge requirement may be computer engineering, but an education/experience requirement would be a Bachelor of Science degree.

Attributes encompass specific abilities an incumbent has that influence their job performance. For example, cognitive abilities, verbal abilities, written comprehension, oral expression, and written expression may all be encompassed in the "Attributes" section of the job description.

Attributes and inclusivity. The EEOC enforces laws related to discrimination based on sex, race, age, national origin, disability, religion, gender identity, and color. Job descriptions should be written in a way that avoids any perception of bias based on these protected characteristics. Care should be taken to avoid gender-coded terminology such as “competitive,” “patient,” “nurturing,” “ninja,” or “rock star,” to name just a few. To avoid claims of bias based on gender identity, gender-specific pronouns such as “he” or “she” may be replaced with the more inclusive “you” or “they.”

Experience and educational requirements lay the foundation for establishing procedures to work with specific knowledge. The job description should include requirements related to previous work activities, information about the typical experiential backgrounds of workers in an occupation, including certification, licensure, and training. For example, information about the professional or organizational certifications required for entry and advancement in an occupation, preferred education or training, and required apprenticeships should be documented in this section of the job description. Specifically, the description should answer questions such as what does the job require in terms of formal schooling, training, or knowledge of a specialized field? How long should the incumbent have worked in this job or in closely related jobs? Within or outside the organization? Wherever possible, the employer should describe measurable qualifications, such as education and experience, in terms of years.

EEOC Statement on Educational Requirements. In 2011, the EEOC issued a letter stating that if an employer adopts an educational standard for a job such as requiring a high school diploma, and that requirement “screens out” an individual who is unable to graduate because of a disability that meets ADA’s definition of “disability,” the employer may not apply the standard unless it can demonstrate that the diploma requirement is job related and consistent with business necessity.

The employer will not be able to make this showing, for example, if the functions in question can easily be performed by someone who does not have a diploma. Even if the diploma requirement is job related and consistent with business necessity, the employer may still have to determine whether a particular applicant whose learning disability prevents him or her from getting a diploma can perform the essential functions of the job, with or without a reasonable accommodation. It may do so, for example, by considering relevant work history and/or by allowing the applicant to demonstrate an ability to do the job’s essential functions during the application process. If the individual can perform the job’s essential functions, with or without a reasonable accommodation, despite the inability to meet the standard, the employer may not use the high school diploma requirement to exclude the applicant. However, the employer is not required to prefer the applicant with a disability over other applicants who are better qualified.

Because the ADA requires that otherwise qualified applicants and employees be able to perform the essential functions of a job with or without reasonable accommodation, job descriptions for positions that have physical and/or environmental requirements should include precise descriptions of those physical and/or environmental requirements. The inclusion of physical and/or environmental requirements in a job description may also assist the employer in addressing occupational safety and health issues and workers' compensation issues.

Relate to essential functions. It is important to remember that physical and environmental requirements in a job description must directly relate to the essential functions of the job itself. If the job does not have a physical or environmental requirement that directly relates to the essential function(s) of the job, the job description need not contain physical or environmental requirements.

Caution: If the physical requirements listed as part of the job description are overly restrictive, the employer is in danger of a claim that it intended to discriminate against certain workers (i.e., disabled individuals), rather than a good-faith effort to provide an accurate description of the job.

Determining physical and environmental requirements. The physical and environmental requirements to be included in a job description are really driven by the job itself. When crafting an accurate description of the physical requirements of the job, consider the physical activity required by the job (that directly relates to the essential functions of the job).

Sample physical requirements. The elements to be considered for physical requirements might include standing, walking, sitting, finger or manual dexterity, repetitive motion, lifting or exerting force (up to 10, 25, 50, 100, over 100 pounds), reaching or stretching, climbing or balancing, crouching or stooping, creeping or crawling, speaking, hearing, tasting, smelling, seeing (with correction), close vision, distance vision, color discrimination, peripheral vision, depth perception, focusing ability, or other factors that are applicable to the job.

Sample environmental requirements. For environmental conditions, consider whether the essential functions of the job require work in outdoor weather conditions, wet or humid conditions, extreme cold, or extreme heat; work requiring exposure to fumes or airborne particles, toxic or caustic chemicals, bloodborne pathogens, risk of fire or explosion, risk of electric shock, risk of radiation, risk of drowning, prolonged vibration, loud noise levels; or other factors that are applicable to the job.

For each of these physical and environmental requirements, consider the amount of time the essential functions of the job require the individual to be exposed to the condition(s).

The job description should not restrict the right of supervisors to assign additional duties not specified in the job description. However, it is important to realize that because of legal considerations, these extra duties and responsibilities should not be considered "essential functions" of the job. To avoid any possible misunderstandings, many companies have a statement similar to the following at the bottom of their job description forms: “The responsibilities described are not a comprehensive list, and the scope of the position may change as necessitated by business demands. Additional duties may be assigned to the employee at any time or without notice.”

Additional content may be included, including descriptions of relationships and roles within the company, estimated percentage of time spent on each key responsibility, and details on remote work arrangements.

California. Employers with 15 or more employees must include a pay scale in their job postings. The term “pay scale” means the salary or hourly wage range that the employer reasonably expects to pay for the position (Cal. S.B. 1162 (9/27/22)).

Colorado. Colorado enacted the Equal Pay for Equal Work Act, Colo. Rev. Stat. § 8-5-102, to eliminate pay discrimination based on sex. The law requires all employers with at least one employee in the state to disclose compensation and benefits information in job postings for jobs that can be performed in Colorado. The law does not apply to jobs that will be performed entirely outside the state. Required information includes the rate or range of compensation and a general description of bonuses, commissions, other compensation, and all benefits offered (e.g., healthcare, retirement, paid time off). With an increasingly remote and mobile workforce, the requirements of the Colorado law can have implications for employers nationwide.

Under existing state law, when an applicant makes a reasonable request, all employers, regardless of size, must provide the pay scale for the position. A “reasonable request” means a request made after an applicant has completed an initial interview with the employer.

All employers, regardless of size, must provide the pay scale for a current employee’s position if the employee requests it.

The Job Application Fairness Act prohibits employers from using an initial job application form to request or require a job applicant’s age, date of birth, or dates of attendance at or graduation from an educational institution (Colo. Rev. Stat. § 8-2-131).

District of Columbia. The District of Columbia Wage Transparency Omnibus Amendment Act of 2023 is effective June 30, 2024. The law requires employers to include pay range information in job postings and prohibits employers from seeking a job applicant’s pay history (D.C. Code § 32-1451). The law requires all employers, regardless of size, to include the minimum and maximum projected salary or hourly pay in all job listings and position descriptions they advertise (D.C. Code § 32-1453(4a)). The pay range must reflect what an employer in good faith believes it would pay for the advertised job, promotion, or transfer opportunity at the time of the posting.

Hawaii. Employers must include in job listings an hourly rate or a salary range that reasonably reflects the actual expected compensation for the job (Haw. Rev. Stat. § 378-11).

Illinois. Effective January 1, 2025, employers with 15 or more employees must include the pay scale and benefits in job postings (820 Ill. Comp. Stat. § 112/10(b-25)).

Maryland. Until October 1, 2024, when requested by a job applicant, an employer must provide the wage range for the position for which the applicant applied (Md. Lab. & Empl. Code § 3-304.2). The law prohibits employers from retaliating against an applicant for requesting the wage range information. Effective October 1, 2024, the law requires employers to disclose, in each public or internal posting for a position, the wage range and a general description of benefits and any other compensation offered for the position (Md. Lab. & Empl. Code § 3-304.2).

Massachusetts. Effective August 1, 2025, employers with 25 or more employees in Massachusetts are required to:

Minnesota. Effective January 1, 2025, employers with 30 or more employees in Minnesota must include in job postings the starting salary range and a general description of all the benefits and other compensation to be offered to a hired job applicant (Minn. Stat. § 181.173).

New York. Employers with four or more employees must disclose the pay range for an advertised job, promotion, or transfer opportunity that will be performed, at least in part, in the state, including a job, promotion, or transfer opportunity that will physically be performed outside of the state but reports to a supervisor, an office, or another worksite in the state (N.Y. Lab. Law § 194-b).

New York City. Employers in New York City with four or more employees are required to provide the minimum and maximum annual salary or hourly wage for any job advertised (N.Y.C., N.Y., Admin. Code § 8-107(32)). The new law amends the New York City Human Rights Law and requires covered employers to provide the information when advertising a job, promotion, or transfer opportunity. The range may extend from the lowest to the highest annual salary or hourly wage the employer in good faith believes at the time of the posting it would pay for the advertised job, promotion, or transfer opportunity. The law does not apply to positions that cannot or will not be performed, at least in part, in New York City.

Because the law applies to positions that can be performed in the city, it applies to remote positions. The first time an employer violates the disclosure requirement, it has 30 days from the time it receives a copy of the complaint to prove to the New York City Commission on Human Rights (NYCCHR) that the violation has been cured.

Vermont. Employers with five or more employees must disclose the range of compensation within the advertisement for any position (Vt. H.704, signed June 4, 2024).

Washington. Applicants are not required to request wage and salary information. Instead, covered employers must disclose in each posting the wage scale or salary range and a general description of all the benefits and other compensation to be offered to the hired applicant (Wash. Stat. § 49.58.110). The term “posting” means a solicitation intended to recruit job applicants for a specific available position, including recruitment done directly by an employer or directly through a third party. It includes an electronic or a printed hard-copy posting that includes qualifications for desired applicants.

Job description formats vary widely, and there is no single "right" format to follow. Length can range from a half-page to two or three full pages, depending on the nature of the job and the company's program goals. Whatever the length, the finished job description should be detailed enough to give a clear picture of the job to someone not familiar with it. The written information should make it possible for the reader to compare the demands and contributions of this job with those of other jobs in the company. It must tell why and how job duties are performed, and it must indicate the job's scope, complexity, authority, and accountability.

While no set rule governs the length of job descriptions, brevity and conciseness should be the goal at all times. Most companies try to keep their job descriptions to one page or less. If a job specification section is included, it is usually put on a separate sheet. Job requirements or duties that are inherent in the position should never be omitted merely for the sake of brevity, but at the same time, it is not always necessary to describe every minute detail of the method employed in performing a particular duty.

The variety of available formats for job descriptions is almost endless. Employers may use more than one format as long as it doesn't make it more difficult to rank or compare similar jobs. In other words, it would certainly be justifiable to use a different format for hourly and salaried employees, but there would be no point in using a particular format for some hourly employees and not others. A sample format is presented below. Not all seven elements discussed earlier in this section are included in the sample. Information can be added to or subtracted from this basic format, depending on a company's needs.

To see hundreds of sample job descriptions organized by job title and industry, go to the Job Description Manager tool at http://hr.blr.com/JDM/index.aspx.

Behavioral job descriptions are an expression of what the individual does in specific and measurable terms, with job objectives stated in the form of behaviors the individual is expected to display. This approach is designed to eliminate the ambiguity that characterizes most traditional job descriptions and that renders them useless for many of the purposes we have already discussed. The advantage of stating job objectives in precise, behavioral terms is that it makes the incumbent's role or function absolutely clear.

By stating job objectives in specific, quantifiable terms, the job descriptions establish goals and guides employees in their efforts to obtain them. These goals also serve as convenient "benchmarks" against which employees can evaluate their own performance. They know exactly what constitutes satisfactory performance and can, therefore, judge how well they are performing at all times. Needless to say, behavioral job descriptions are an invaluable aid to the company's regular performance appraisal program.

The higher up in the organizational hierarchy, the more difficult it becomes to define a job in written terms, and the more important it becomes to update job descriptions regularly. This is because upper-level managers and executives tend to carry their work patterns with them when they take on new jobs and may end up drastically modifying the duties and responsibilities to which they are assigned. The development of "position descriptions," rather than job descriptions, for these higher-level jobs is one solution to the problem. Some companies have position descriptions as well as job descriptions, and some confusion exists over the proper terminology to use for the document that describes duties and responsibilities.

How do positions descriptions differ from job descriptions? Position descriptions usually differ from job descriptions in the following ways: (1) they stress intangibles to a greater extent; (2) the emphasis is on results as well as on the position's responsibilities, the contribution the work makes to the company's welfare, and the impact of the job on the company's operations; and (3) they usually are written in more general terms and tend to give more weight to relationships and lines of authority (how the position fits into the overall organizational scheme).

Although the variety of position description formats is almost as wide as that of regular job descriptions, the typical position description is divided into three or four major sections. Depending on the position to be described and the intended use(s) of the finished product, these sections may be arranged in one of the following ways:

The previous sections provide much information on what should be included in a job description. However, there are a number of things that employers should avoid when crafting descriptions to fit a particular organization. The following do not belong in a job description:

Kentucky. Kentucky law provides that it is an unlawful practice for an employer, labor organization, licensing agency, or employment agency to print or publish or cause to be printed or published a notice or advertisement relating to employment by such an employer or membership in or any classification or referral for employment by the employment or licensing agency, indicating any preference, limitation, specification, or discrimination, based on race, color, religion, national origin, sex, or age forty (40) and over, or because the person is a qualified individual with a disability (Ky. Rev. Stat. § 344.080).