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 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.
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.
Sometimes it can be overwhelming when trying to get a sense of the overall accommodation picture. A job description can be a constructive tool for exploring task-specific accommodation options. Often, it is beneficial to consider the specific tasks that comprise the job. This can help pinpoint what limitations are affecting an individuals job performance and what functions can be accommodated. Understanding an individual’s functional limitations provides helpful clues when searching for accommodation solutions.