Is Job Description Accuracy Actually Important?

Client: Hey, I need some help with our job descriptions. I feel like they’re either too vague or too detailed, and I’m not sure how important it really is to get them just right. I mean, does anyone even read these things?

Consultant: You’re not alone in this one: “Does anyone actually read job descriptions?” Let’s think of job descriptions as the unsung heroes of HR. They’re like the unsweetened oatmeal of the workplace—maybe not everyone’s first choice, but essential for a balanced, functioning team. But let me tell you, they’re more important than most people give them credit for. And yes, people do read them—especially when something goes wrong.

Client: Okay, I see where you’re going with this. But what’s the big deal if they’re a little off? I mean, close enough is good enough, right?

Consultant: If only that were true in HR! Imagine if pilots or surgeons took that approach. You wouldn’t want your heart surgeon to say, “Eh, I think that’s the right artery,” or your pilot to say, “This looks like a good landing strip—close enough!” Accuracy matters, and in job descriptions, it’s more like the GPS that guides your organizational flight. Get it wrong, and you might land in a whole heap of trouble.

Client: So what exactly are the risks of getting it wrong? It can’t be that serious, can it?

Consultant: Well, let’s put it this way: inaccurate job descriptions are like inviting chaos to your company picnic.

Picture this—if your job description is too vague, you might end up with a candidate who thought “light office duties” meant they’d spend their days organizing the break room snack shelf. Meanwhile, they’re actually expected to be in back-to-back meetings, creating reports, and juggling multiple projects. Cue the resentment, low morale, and maybe even a quick resignation.

On the flip side, if your job description is overly detailed, you could scare away great candidates who feel they need to tick every box before applying. Or worse, you might accidentally describe a role so rigidly that you’ve set yourself up to hire a robot rather than a human being—one who, by the way, might have brought some fresh, innovative thinking to the team.

Client: Okay, okay, I get it. But it sounds like a delicate balance. How do you make sure you hit that sweet spot?

Consultant: Bingo! Balance is key. Think of writing job descriptions like making a great recipe. You don’t want to leave out essential ingredients (like duties or qualifications), but you also don’t want to drown the dish in unnecessary spices. Start with the basics: the job title, a brief summary, key responsibilities, necessary qualifications, and any preferred but not required skills.

But here’s where the magic happens—clarity. Be clear about what’s non-negotiable and what’s nice to have. Don’t describe every single task down to the minutiae, but do give a realistic picture of the day-to-day. And remember, job descriptions are not a wish list for a perfect employee; they’re a guide to what’s essential for success in that role.

Client: What about the legal side of things? How important is accuracy for that?

Consultant: Accuracy in job descriptions is like a suit of armor in the HR world—essential for protecting your organization. Let’s say you’re faced with a discrimination claim, or you need to justify a termination. If your job description is vague or inaccurate, it’s going to be a lot harder to defend your position.

For example, if you describe a role as requiring “excellent customer service skills” but then terminate someone for failing to meet sales targets—when sales wasn’t even mentioned in the description—you’re in murky waters. A well-written, accurate job description can be your best defense, clearly outlining what’s expected and why someone might fall short.

Client: So, you’re saying they’re important for hiring, but also for covering our butts?

Consultant: Exactly! Think of job descriptions as a multipurpose tool—a Swiss Army knife, if you will. They help you hire the right people, set clear expectations, and protect your company from legal risks. Plus, they’re useful for performance reviews, promotions, and even succession planning. When you’ve got an accurate job description, it’s like having a road map for every stage of the employee life cycle.

Client: That makes sense. But can’t they also help with employee engagement? I’ve heard that clear expectations can make a big difference.

Consultant: You’re getting it. All of this is connected! Think of a job description as a psychological contract between you and your employee. When an employee knows exactly what’s expected of them, they’re more likely to feel confident, capable, and engaged. There’s no ambiguity, no second-guessing—just a clear understanding of their role in the grand scheme of things.

Now, let’s add a sprinkle of humor here. Imagine starting a new job where your description simply says, “Handle stuff.” You’d probably spend half your day wondering, “What stuff? Where? Why? How?” It’s like playing a game with no rules—you’d end up frustrated, confused, and likely checking LinkedIn by lunchtime.

On the other hand, when your job description is accurate and well-communicated, it’s like getting a rulebook for the game. You know the goal, the rules, and the strategies to succeed. That’s empowering, and it’s a huge factor in employee satisfaction and retention.

Client: So, basically, accurate job descriptions are a win-win for everyone involved?

Consultant: Exactly. They’re the unsung heroes of the workplace, working behind the scenes to ensure everything runs smoothly. They might not be the most glamorous part of HR, but they’re one of the most important. A little effort upfront in getting them right can save you a lot of headaches—and heartaches—down the road.

Client: You’ve convinced me. Time to give our job descriptions some serious TLC. Any final tips?

Consultant: Glad to hear it! Here’s the golden rule: keep it real, keep it relevant, and keep it readable. Avoid jargon—no one wants to apply to be a “synergy manager” or a “chief happiness officer.” And don’t forget to review and update your job descriptions regularly. Jobs evolve, and so should the descriptions.

You can have fun with the language as long as it doesn’t compromise clarity. After all, we’re not robots, and neither are your employees. So go ahead, make those job descriptions shine, and watch as they do wonders for your team.

Client: Thanks, this has been really helpful—and entertaining!

Consultant: Anytime! Remember, the devil is in the details, and so is success. Now go forth and write some killer job descriptions! Let us know if we can help.

ADA/Performance

Question:
“We have an employee who is a performance “train wreck”. They are always having to re-do work. Everyone is frustrated because on top of their performance issue they are out sick A LOT. Can you tell us the best way to fire them?”

Our first step is to identify the goals and associated considerations without jumping to solutions.

Apparent goal(s):

  • Resolve performance issues
  • Resolve absenteeism
  • Resolve team concerns

Associated Considerations:

  • An employee handbook should be the organization guide to consistent considerations and actions associated with performance. At a minimum, handbooks should contain the information that will mitigate risk in discipline when consistently applied.

The basic test for risk mitigation in discipline and separation is characterized in the Seven Steps of Just Cause, which are:

Reasonable Rule or Order: The rule (policy) that was allegedly violated must be reasonable and related to the safe, efficient, and orderly operation of the business.

Notice: The employee must have been given clear notice of the rule or order, including its possible consequences for violation.

Investigation: A fair and objective investigation must be conducted to gather all relevant facts and evidence before any disciplinary action is taken.

Fair Investigation: The investigation must be fair and objective, not biased or predetermined.

Proof of Violation: There must be substantial proof or evidence that the employee violated the rule or order in question.

Equal Treatment: The disciplinary action taken should be consistent with how similar violations have been handled in the past, ensuring equal treatment of all employees.

Appropriate Discipline: The discipline imposed should be appropriate to the offense, taking into account factors such as the severity of the violation, the employee’s past disciplinary record, and any mitigating circumstances.

What does your handbook say or if you don’t have one, have the Seven Steps of Just Cause been met?

  • The Americans with Disabilities Act (ADA) is an important consideration in performance management for several reasons. According to the ADA, employers are required to provide reasonable accommodations to qualified individuals with disabilities, unless doing so would pose an undue hardship on the operation of the business. In the ADA, the phrase “known or should have known” indicates that employers have a responsibility to make accommodations for disabilities they are aware of or reasonably should be aware of. When knowing the person has been “out sick A LOT” the ADA flag is raised and further exploration is required for compliance, even if the result is no accommodation is needed or available.

Legal Compliance: The ADA prohibits discrimination against qualified individuals with disabilities in all aspects of employment, including performance management. Failing to consider ADA requirements could result in legal liabilities for the employer.

Accommodation: Under the ADA, employers (with 15 or more employees – less in some states) are required to provide reasonable accommodations to qualified employees with disabilities to enable them to perform their job duties effectively. This may include modifying job duties, providing assistive technology, or adjusting work schedules. Performance management processes need to take into account any necessary accommodations for employees with disabilities.

Fairness: Considering the ADA in performance management ensures fairness for employees with disabilities. It prevents discrimination based on disability and ensures that individuals are evaluated based on their ability to perform essential job functions, with reasonable accommodations if needed, rather than being unfairly penalized for factors related to their disability.

Retention of Talent: By accommodating employees with disabilities and ensuring fair performance evaluations, employers can retain valuable talent and promote an inclusive work environment. Employees are more likely to remain with an employer that respects their rights and provides opportunities for advancement based on merit.

Positive Workplace Culture: Integrating ADA considerations into performance management fosters a positive workplace culture that values diversity and inclusion. It sends a message to all employees that their contributions are valued and that the organization is committed to providing equal opportunities for career growth regardless of disability status.

Overall, considering the ADA in performance management is not only legally required and also promotes fairness, inclusive, and a positive work environment, ultimately benefiting both employees and employers.

  • Managing a team through performance improvement while considering the Americans with Disabilities Act (ADA) requires a balanced approach that ensures both compliance with legal requirements and fairness to all employees. Here are some key steps to effectively manage a team through this process:

Training and Awareness: Ensure that all managers and supervisors are trained on the requirements of the ADA and understand how it applies to performance management. This includes recognizing signs of potential disabilities, understanding the reasonable accommodation process, and knowing how to engage in interactive discussions with employees.

Clear Expectations: Establish clear performance expectations and communicate them to all team members, including those with disabilities. Make sure that job descriptions and performance standards are clear and accessible to everyone.

Regular Feedback: Provide regular feedback to all team members, including those who may be struggling with performance due to disabilities. Offer constructive feedback aimed at helping employees improve their performance and meet job expectations.

Interactive Process: If an employee’s performance is impacted by a disability, engage in an interactive process to explore possible accommodations. This process involves discussing the employee’s limitations, identifying potential accommodations, and determining which accommodations are reasonable and effective.

Reasonable Accommodations: Implement reasonable accommodations to enable employees with disabilities to perform their job duties effectively. Accommodations may include modifications to work schedules, job duties, equipment, or the work environment.

Documentation: Maintain thorough documentation of all performance-related discussions, accommodations, and decisions. Document any accommodations provided and their effectiveness in enabling the employee to perform their job duties.

Consistency: Ensure that performance management practices are applied consistently to all employees, regardless of disability status. Treat employees with disabilities the same as other employees in similar situations, while still providing any necessary accommodations.

Confidentiality: Respect the confidentiality of employees’ disability-related information. Only share information about an employee’s disability and accommodations on a need-to-know basis, and ensure that all such information is kept confidential.

Continuous Improvement: Continuously evaluate and adjust performance management processes to ensure compliance with the ADA and effectiveness in supporting employees with disabilities. Solicit feedback from employees and supervisors to identify areas for improvement.

By following these steps, managers can effectively navigate performance improvement processes while ensuring compliance with the ADA and promoting a fair and inclusive work environment for all team members.

The Answer:
Yes, we can help with determining if your organization has accomplished all the consideration needed to be consistent with internal practice and risk mitigation. However, this may be the starting point, not the end.

Flexible Work Week

Question:
“Our organization has moved to a flexible work week for all employees. We want to remove references to all work schedules, schedule types, and organization hours in our handbook. Can you help with that?”

Our first step is to identify the goals and associated considerations without jumping to solutions.

Apparent goal(s):

  1. Align the new flexible work week policy with handbook.

Associated Considerations:

  1. The Fair Labor Standards Act (FLSA) – Overtime requires employees to accurately track their hours worked, including any overtime hours if applicable. Non-exempt employees must be compensated for all hours worked in accordance with FLSA guidelines. Is there an alternative place where employees are provided with notice of the workweek? (Workweek = Seven consecutive 24-hour periods that will be used to determine overtime pay.)
  2. The Fair Labor Standards Act (FLSA) – Travel Time, work-related travel time that occurs during an employee’s regular working hours is generally considered compensable work time and must be paid accordingly. If all reference to work schedules is removed, how will this be determined?
  3. The Family Medical Leave Act (FMLA), and many other state specific provisions, require each qualifying employer to provide a qualifying employee 12 weeks (or some other amount) of protected time for certain mental or physical conditions as well as those of certain family members. To determine what 12 weeks means for each qualifying employee you would typically multiply the employee’s regular weekly work hours by the number of weeks in the 12-week period. For example, if the employee’s regular work schedule is 40 hours per week, and the 12-week period consists of 12 consecutive weeks, you would calculate: 40 hours/week * 12 weeks = 480 hours. This is particularly important when an employee qualifies for intermittent leave. How will the regular weekly hours be identified and where will employees be notified of this process?
  4. Paid Time Off (PTO) or other discretionary paid time provisions (holiday pay, sick time in addition to that which is protected, vacation time, or compensatory time) are typically based on accrual on hours worked and/or seniority or are front loaded based on forecasted hours or full time equivalent (FTE). These offerings also have provisions for when these must be used and the impact on pay and benefits. Where will these requirements be made known?
  5. The Affordable Care Act and benefit offering to full-time employees (someone who works, on average, at least 30 hours per week or 130 hours per month). Most health insurance benefit offerings have a “hours worked” or “days in employment” requirement which starts the process of offering insurance to an employee. If there are no defined work schedules and your current policies are based on hours worked, amendments may be needed in your health benefits contract and appropriate notice will need to be provided to your employees.
  6. Other considerations may be found in areas such as Performance Evaluations, Bonuses, Workload Distribution, and Compliance Reporting.

The Answer:
Yes, we can help with the alignment of your new policy to existing policies and processes. However, this is not an editing exercise. This is an exploration of how the goal(s) impact other legal requirements and important aspects of the existing employment relationship. Followed by clear communication with managers and employees about the changes that will be made in support of the goal.