Make your job titles specific. Targeted job titles are more effective than generic ones, so be precise by including key phrases that accurately describe the role. Avoid internal lingo that may confuse the job seeker. Stick to standard experience levels like “Senior” rather than “VI” or other terms people are less likely to look for. Keep the job title concise.
According to the ADA, an employer may not ask disability-related questions and may not conduct medical examinations until after it makes a conditional job offer to the applicant (EEOC, 1995). An individual, as an applicant or a current employee, may wish to disclose that s/he has a disability and needs an accommodation, but is uncertain whether disclosure is possible or advisable. Including a brief and accurate statement in the job description about the employer’s responsibility and the individuals rights may help initiate the interactive process between an employer and an individual with a disability. If an individual is qualified to perform essential job functions except for limitations caused by a disability, the employer must consider whether the individual could perform these functions with a reasonable accommodation. An employer is not required to reallocate the essential functions of a job as a reasonable accommodation.
A job description may include relationships with other people in the organization: Supervisory level, managerial requirements, and relationships with other colleagues. A job description need not be limited to explaining the current situation, or work that is currently expected; it may also set out goals for what might be achieved in the future, such as possible promotion routes and conditions.
A job description or JD is a document that describes the general tasks, or other related duties, and responsibilities of a position. It may specify the functionary to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, and a salary range. Job descriptions are usually narrative, but some may comprise a simple list of competencies; for instance, strategic human resource planning methodologies may be used to develop a competency architecture for an organization, from which job descriptions are built as a shortlist of competencies
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