Job functions should be qualified whenever possible and the desired outcome of the work should be described, rather than the method for accomplishing that outcome. For example, instead of saying, “she files folders” write that “the clerk files folders alphabetically based on category." Employers should let individuals read their job descriptions, voice any concerns, and sign their descriptions. Job descriptions should be accurate. To ensure accuracy, combine the input of many managers and employees.
A bank of job descriptions can be instrumental in supporting the development of other organizational documents and standards as well. Descriptions may offer a framework for developing performance evaluations. In addition, the information gleaned may provide a common thread for developing employee resumes, policy manuals, annual reports, and organizational media.
A job specification could be considered a more precise job description that details the exact educational degrees, experience, skills, and requirements for a role. In most cases, these terms are used interchangeably and nearly always describe the same document.
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.