Client:
I’ve got an employee who flat-out refuses to do anything that’s not spelled out word-for-word in their job description. Anytime I assign something even slightly outside of that, they push back with ‘That’s not my job.’ It’s getting frustrating. How do I address this?
Consultant:
You’re dealing with the job description literalist—someone who uses the document as a shield rather than a guide. While job descriptions matter, no organization thrives when employees do only what’s listed. The key is to re-frame expectations, reinforce flexibility, and reset boundaries without being dismissive of their concerns.
Client:
How do I bring it up without starting a fight?
Consultant:
Lead with the importance of adaptability, not accusation. Acknowledge their attention to structure—and shift the focus to team contribution.
Try this:
“I appreciate that you’re clear on your responsibilities—and in any role, there will always be tasks that fall outside the job description. Our success depends on everyone pitching in when needed. I want to talk about how we can align on that.”
Client:
What if they say, ‘That’s not what I was hired for’?
Consultant:
Then it’s time to revisit the role’s scope. Job descriptions aren’t legal contracts—they’re frameworks. Most include a version of “other duties as assigned,” and even if not, reasonable flexibility is expected.
You can say:
“You were hired for a set of core responsibilities—and like any role, that includes occasionally stepping into related tasks or supporting team needs. If something feels completely out of scope, let’s talk about it. But pitching in is part of being on this team.”
Client:
Should I update the job description to include more?
Consultant:
Only if the work is becoming a regular part of the role. If this is a one-time project or occasional overflow, document expectations—but don’t over-edit to accommodate resistance.
Try:
“If this becomes a routine responsibility, we’ll revise the job description formally. Right now, I need your flexibility and willingness to contribute where needed.”
Client:
What if they’re technically right—it’s really not their job?
Consultant:
Then evaluate whether the task is a one-off, a mismatch, or something that requires reassignment. If it’s reasonable and within skillset, it’s fair to ask. If not, reassess your approach—or your staffing model.
Say:
“You’re right—this isn’t listed in your current duties. Let’s talk about what’s reasonable to expect and where we may need to adjust assignments or clarify roles.”
Client:
What if they refuse again?
Consultant:
That moves into the performance or conduct zone. Being part of a team means showing up beyond the bullet points.
You might say:
“I’ve explained the expectation that everyone contributes beyond what’s strictly listed when needed. Continued refusal to do so affects the team and will lead to formal steps if not resolved.”
Client:
So, I can expect flexibility as long as I’m clear and fair?
Consultant:
Exactly. Job descriptions set the foundation—culture and performance expectations build the rest. Support, clarify, and if needed, correct.
Recap:
✔ Job descriptions are guides—not limits
✔ Set expectations for flexibility and team support
✔ Address resistance with clarity and fairness
✔ Adjust descriptions only if duties become routine
✔ Escalate if refusal affects team function
And if you need help updating role language or coaching through scope creep—we’re here to support you.