While it is the HR department in most medium-sized and larger firms that performs the job analysis function and coordinates the writing of job descriptions, the entire process usually requires some input from other levels of the company hierarchy.
Depending on the size of the company, its organizational philosophy, and the level of the jobs to be described, the actual writing of the job description may be done by any one (or a combination) of the following:
Top management. This is most likely true in a small company, but it usually proves to be a time-consuming and expensive approach. Job descriptions written by high-level company managers have a tendency to be cloaked in secrecy and are often regarded with some suspicion by employees.
Job analyst or wage and salary analyst. The job analyst is generally the most likely choice. If the resulting job descriptions are to be used for wage and salary administration purposes, a wage and salary analyst might also be involved in the project. The big advantage here is consistency; the job analyst or wage and salary analyst usually has some experience in this area and can produce descriptions in a uniform and objective manner. The disadvantage is that they seldom possess the intimate day-to-day knowledge of the jobs involved, and this is information needed to describe them accurately.
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Supervisor. The supervisor usually has intimate knowledge of the job, but may lack the requisite objectivity. Lack of objectivity sometimes results in a tendency to inflate jobs for personal or political reasons. This is a major drawback to supervisory involvement, although it would probably be a mistake to leave supervisors completely out of the program. In addition, supervisors may lack appropriate skills, such as the ability to write, that are required for the job.
Outside consultant. Some employers hire consultants who specialize in the writing of job descriptions. Objectivity and experience are the advantages here; the big drawback is cost. Also, there is always the possibility that employees and supervisors alike will resent the intrusion of an outsider.
Employee. It should be recognized that the job incumbent is always in the best position to know his or her job. There are, of course, problems with the incumbent’s participation in the job description program. Again, lack of objectivity and inflated outlook, as well as lack of writing and organizational skills for the job, are issues.
Some employers have tried to increase employee involvement, while controlling it as much as possible, by asking workers to fill out detailed questionnaires designed to elicit the information needed for the job description. Other firms have supervisors or HR staffers interview the employee before writing the final job description. This input can then be weighed against other sources and the results used accordingly. The job analysis interview usually serves this purpose well.
More than 2,400 job titles at your fingertips — all customizable to your exact specifications.
Although the employee and the supervisor may help in providing information and in editing a job description, neither of them alone (or even both working together) can be expected to prepare a description properly.
This is why most companies depend on a specialist—either a consultant or a member of the personnel department—to do the actual writing. This person would also develop the job questionnaire for response by the incumbents (if such a survey is used), as well as a list of questions for supervisory and incumbent interviews.
Whomever you decide to use, the person should be unbiased and “nonpolitical,”
have the ability to grasp quickly and describe clearly job requirements in a variety
of work situations, be able to synthesize and generalize information, and have<
excellent writing, analytical, and organizational skills.
Job descriptions are a never-ending battle for every HR manager. What’s the state of your job descriptions? Complete? Up to date? If not — or if you’ve never even written them – you’re not alone. Thousands of companies fall short in this area.
It’s easy to understand why. Job descriptions are not simple to do — what with updating and management and legal review, especially for the Americans with Disabilities Act’s (ADA) requirement of a split-off of essential functions from other functions in the description. Wouldn’t it be great if your job descriptions were available, already written?
Actually, they are. We have more than 2,400 ready to go, covering every common position in any organization, from receptionist right up to president. They’re ready to roll in an online BLR tool called the Job Description Manager.
- The Job Description Manager tool provides you with:
- More than 2,400 job titles — makes your work easy
- A customizable program that fits your specific needs
- 24/7 access from any computer, anywhere in the world
- Online job description storage for easy access and updating — your latest copy is just clicks away.
- The ability to easily download and print, or even email, your job descriptions
In just one click, you can produce a standardized, thorough job description:
- Include relevant tasks, behaviors, and physical requirements for that job
- Add, edit, delete or reorganize easily and quickly
- Create your own personal job description library
- View salary data
- Produce PDFs and printed versions with a click of your mouse
Click here to give the Job Description Manager a test-drive, free of charge or obligation.
Once you try it, you’ll be able to check “writing job descriptions” off your most-dreaded tasks list forever.
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