Job Description Contents Form

While job descriptions may detail many different aspects of a job, nine functional areas are primary. They include:

Identification
Job summary
Supervision
Critical Functions
Training and experience
Key Competencies
Working conditions
Physical demands
Relationship to other jobs


1. Identification

Job Title. Record in this space the name by which the job is usually known. When jobs are known by various titles, the most commonly known title should be used. A list of common job titles is contained in the Dictionary of Occupational Titles which is published by the U.S. Department of Labor.


Alternative Title. Some jobs in an organization have more than one job title. If this is so, for the position you are examining, write in the alternative title in this space.

Department. Because organizations may have individuals performing similar or identical work in different department, it may be important to identify for which department the job is performed. This may be critical in determining wages since job incumbents performing jobs of the same title may in actuality be performing different work. (i.e. a secretary in the legal department may prepare briefs, while a secretary in another department may prepare accounts receivable records).



2.Job Summary (complete this section after all other sections)

The purpose of this section is to provide an over view of the job. It is a summary which briefly describe the duties, the education and training, competencies, work environment, etc. Often, the job summary is used for recruitment purposes. The writing should be concise, complete and accurate. In this section action verbs should be used to summarize:

what the worker does.
how the workers does it
why the worker does it.

In describing “what” the worker does includes physical and mental actions. In describing what avoid general terms such as prepares or operates because they can not give a precise picture of the job. Record “how” the work is done including the machinery and tools used, job knowledge applications and decision. Finally, record “why” the worker does the job. In other words what is the purpose or expected result or product.

3. Supervision

In this section, the supervisory relationship is specified. Place an “X” next to the appropriate descriptor specifying the amount of supervision received and describe in detail the nature and scope of supervision.

Concerning supervision received:

Immediate Supervision. Applies to jobs with detailed instructions given to worker and frequent monitoring of work outputs. Applies to well-structured situations with little deviation from established work procedures.

Overall Supervision. Worker receives overall casual supervision but is responsible for determining work procedures within a broad area of operations.

Directions Only. Worker is permitted to do work without any type of direction instruction and with little work inspection.

Understudying. This is a special supervisory relationship. Usually associated with job coaching or apprenticeships. The objective is for the subordinate to learn the duties of a higher level job.

Concerning the supervision given, record:

Number of departments supervised
Number of workers supervised
Job titles held by employees who are supervised

Then put an “X” next to the nature of the supervision given.

Coordinates Operations. Coordinates an organization or phase of operations within an organization. Gives general directions.

Supervises Work Group. Supervises individuals in a work group. Individuals who fall in this category usually have supervision as a primary job task of duty.

Supervises Assistants. Supervision is an incidental part of other primary duties. A professor who supervises a secretary is an example of someone in this category.

Working Supervisor. This person operates as a worker-supervisor. The individual performs work that is comparable to that performed by the workers s/he supervises. An example is an office manager who coordinates and distributes work to other secretaries.

Coaching and Mentoring. This person has no authority for hiring or fire other employees. However, this person often serves as a lead worker or an on the job coach, giving instruction and guidance to others. Record the number of individuals, the breadth and scope of coaching activities.

4.Critical Functions and Underlying Tasks

In this section, the critical functions and elements (duties and underlying tasks) that the job incumbent performs are recorded. Begin each critical function and element statements with an action verbs. Each critical functions statement should describe what the worker does, how the worker does it, why the work operation is performed and what tools and equipment are used.

The writing style should be uniform. Begin each sentence with an ACTION verb in the third person singular. Avoid unnecessary words or words which have more than one meaning. Avoid vague terms such as “performs” “coordinates”. Be specific

Each critical function consists of a series of task elements. After identifying the critical functions, specify the task elements that lead to performance of the function at the fully competent level.

For example, one critical function of the job of an administrative services person may be “Plan and coordinate travel arrangements for customers.” The task elements might consist of: Researches travel option using computerized travel program; Books travel arrangement; Bills appropriate organizational unit for cost of travel.

Time. Because it is important to determine which functions are the most important, you also need to identify the amount of time devoted to each critical function. Use multiples of 5 for the percentage. Use “N” for those operations requiring less than 5% of the time. Some job cycles involves, some weeks and some months. Record the percentages of time for each operation in the same manner regardless of the length of the cycle. List the critical functions that take the most time first and follow with those of decreasing time importance. If time figures can not be calculated explain why not. Be sure to specify what time dimension (e.g., weekly, monthly, annually) you are using when you figure the percentages.

5. Training and Experience

In this section, it is important to describe carefully, previous job experience and the schooling and training necessary to perform well on the job. You should describe the training and experience necessary to do the critical function that comprise the job rather than the specific training that the job incumbent possesses. Your description should include:

Previous Job Experience. Describe the type, amount and level of previous experience that is considered necessary and desirable. Differentiate between desired and required experience. Given the dynamic nature of today’s work world, experience requirements typically should NOT exceed 5-6 years.

Schooling and Training. Schooling and training refers to job-related knowledge which is not acquired on-the-job. Required job training is the minimum amount of training necessary to perform the job acceptably. General Schooling refers to education of a general academic nature which contributes to the workers ability to follow instructions and acquisition of knowledge such as computer languages, or shorthand. This education refers to that acquired in liberal arts programs, high school. Special Training refers to job-oriented training which may be obtained through apprenticeship, business colleges, correspondence courses. You should list the specific courses such as bookkeeping, machinist apprenticeship, etc.

On-The-Job-Training refers to skills acquired on the job. It is training beyond that obtained from experience in other jobs or from special training programs. For example, an accountant may have to learn the specific accounts receivable process used by the firm. Specific skills which must be learned on the job should be listed (i.e. Two weeks required to learn computer monitoring procedures).

6. Key Competencies

A competency is a trait or a characteristic that’s required by a job holder to perform a job well. It is a demonstrable characteristic of an employee in the position. Competencies focus on what an employee can do, namely the behaviors that need to be executed.

(1)Know How focuses on what the employee needs to know (e.g. how to operate a computer, how to prepare a spread sheet, how to make a cold call on a business prospective);

(2)Adaptability focuses on the scope, breadth and depth of responsibilities. Additionally, it focuses on the speed with which job functions change; and

(3)Creativity relates the types of problems that must be solved. For some jobs (e.g., little creativity is required. That is, the job functions are structured and routine. Other jobs (e.g. art director, research scientist) require the generation of new or novel concepts, procedures or solutions.

As a general rule, competencies should map directly onto key functions statements and the underlying tasks. For the administrative services person described previously a key competencies may be as Competency in conducting computerized searches of travel options; Competency in using excel spread sheet to prepare accounting statements.

7.Working Conditions

In this section describe the environment I which the work is to be performed. List the approximate percentages of time the worker is exposed to each condition. Travel requirements, variable shifts, 24 hour on call requirements should be specified in this section. Be specific when describing the environment that the work will be performed in. Add clarifying statements such as “works in temperatures ranging from 40 to 65 degrees”. If time percentages can not be accurately estimated use “O” for occasionally and “F” for frequency.

8.Physical Demands

Record the percentage of time the workers performing the job spend lifting, carrying, pushing and pulling. For lifting indicate the amount in pounds. Be sure to indicate the percentage of time spent standing and sitting and list other physical demands as necessary for the successful performance of the job.

9.Relation to Other Jobs

If the job is in an established career path or promotional sequence, then it is important to indicate the relationship between the job being analyzed and other jobs. Item A indicates the position from which workers are promoted from. If the job traditionally is associated with promotion to a particularly position, this should be noted in Item B. If there are no advancement possibilities, such a fact should also be noted. Item C should include the titles of jobs to which the worker may normally be laterally assigned within the department on a permanent basis. Item should be utilized to list the titles of jobs or specific operations to which the worker may be temporarily assigned or transferred (i.e. proofreader to paste-up artist).