Harnessing the power of the

job description
Samuel Leon Rohr

Samuel Leon Rohr is anagers have a wide range of tools available to help with their managerial duties.
Assistant Professor of
Human Resources at the
Department of Business
M Managers can employ tools such as strategic planning, customer relationship
management, employee engagement surveys, benchmarking and a balanced
scorecard to maximize the productivity of their workforce (Marr, 2013). Although often used
and Leadership, Purdue
in the hiring process, job description is a managerial tool that is often underutilized.
University North Central,
Westville, Indiana, USA. Understandably, very few managers get excited about job descriptions. In its rudimentary
form, a job description is a written document that outlines the duties, responsibilities,
contributions, behaviors, outcomes and required qualifications for a specific job in an
organization (Heathfield, 2016). The overall goal is to hire the right person for the right
position. Many organizations simply use the job description during the hiring process and
discard it until it is needed again. However, upon further examination, the strategic use of
a job description can provide a competitive advantage for an organization.
A job description is the outcome of a detailed job analysis. The job analysis involves
managers, job incumbents, subject matter experts and human resource professionals
working collaboratively to capture the essence of a particular job (Mondy and Martocchio,
2014). In theory, the job analysis should closely match what a person in a particular job
actually does. The resulting job description can aid in the development of employees
throughout their employment with the organization.
In the recruiting and selection process, organizations routinely utilize job descriptions.
Organizations post the job description to various media in an effort to entice potential
candidates to apply to the position. Candidates’ qualifications are then compared against
job descriptions to measure for job and organizational fit. Typically, that is where the
usefulness of job description ends. However, job descriptions can be used further in
the interview process. By transforming the job description details into questions, the
organization can better determine the candidate’s fit with the position. The organization can
see exactly which of the knowledge, skills, abilities and behaviors the candidate is lacking
in relation to the position (Herrick, 2009). Additionally, the organization can evaluate the
extent of the candidate knowledge specific to the position requirements. Using the job
description as questions for the interview also reduces the likelihood of discrimination. The
organization can reduce liability and help ensure compliance with equal employment
opportunity (EEO) hiring standards by asking questions that focus on what the candidates
need for the position, not on personal characteristics. By focusing on questions that come
from the job descriptions, organizations can avoid asking questions that may violate EEO
laws.
Utilizing a job description can provide a better means for checking a candidate’s
professional references. Many job reference checks are unproductive. Former employers
are reluctant to provide performance-related information in fear of a possible lawsuit. To

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combat a potential defamation lawsuit, former employers will only give titles and dates of
employment. According to Kondrasuk et al. (2001), employers have an affirmative duty to
make sure that all questions during the screen process, including reference checks, are job
related. Using the job description as the source of reference check discussions reduces
the likelihood of controversy. Rather than being a free-for-all discussion of the candidate’s
job performance, the reference check is focused specifically on attributes of the candidate
in the future position. By focusing on the job requirements outlined in the job description,
an employer will get a more accurate picture of how the applicant will perform on the job.
Any performance information that cannot be verified as factual and relevant to the job
description should be discarded.
Once hired, the job description becomes a document that can be utilized for performance
management (Scott, 2011). Because the job description represents a detailed job analysis,
the job activities performed by the employee should accurately depict what he or she will
actually do on the job. The knowledge, skills, abilities and behaviors listed in the job
description are converted into statements or tasks in the job evaluation system. Measuring
employee performance is as simple as comparing how well the employee performs in the
job statements or tasks that were taken from the job description. Utilizing the job
description for performance management provides transparency for both supervisors and
employees. Both entities know exactly what is expected in terms of performance.
A job description can also be valuable in training and development. Any performance
deficiencies, as identified during the performance evaluation or the hiring process, can be
addressed with training. Because the performance evaluation and hiring process is based
on the job description, identifying training needs is fairly straightforward. It also provides
trainers with specific knowledge, skills, abilities and behaviors that need to be addressed
for each employee. Instead of providing broad training sessions to meet the needs of the
masses, an organization can tailor training to meet the specific needs of each individual
employee. Training can also be tailored to an employee hired with any deficiencies. Instead
of eliminating candidates who do not meet all the requirements listed in the job description,
specific training can be developed to help candidates with their shortcoming. By being
proactive, an organization can expand their candidate pool.
From a human resource development perspective, job descriptions can play a vital role in
succession planning. Organizations utilizing information systems, can carefully create an
inventory and track employees’ knowledge, skills, abilities and behaviors (KSA). In the
event of a retirement, firing or employment separation, the organization has a list of
qualified candidates to fill the position. If the organization has utilized a job description
throughout the employment process, the organization will have an accurate account of the
intellectual capital of the institution. Consequently, the organization will know if they can
replace an employee by promoting from within or need to recruit externally. The succession
plan is based upon concrete employee competencies.
Utilizing a job description can help with health and safety. If an organization has utilized a
job description in recruiting, selection and training and development, the organization will
have a detailed inventory of the KSAs of its employees. The inventory will allow the
organization to make sure that employees are not performing jobs that they are not qualified
to perform. Consequently, employees will avoid work situations that may cause injury or
death. Additionally, the organization reduces its liability by not allowing untrained
employees performing dangerous tasks. If an untrained employee performs a duty that is
beyond his or her level of training, the organization has documented evidence that will help
reduce its liability if an employee gets injured.
A job description can also help with labor relations. Often, labor agreements are negotiated
in general terms for the masses. Management and labor try to improve the overall working
conditionals, salaries and benefits of all employees. Because the job description outlines
specific job requirements for each worker, the labor negotiations can address specific

VOL. 24 NO. 6 2016 HUMAN RESOURCE MANAGEMENT INTERNATIONAL DIGEST PAGE 9

 worker issues. If a specific worker needs more training or salary adjustment based on their
particular knowledge, skills and ability, the organization can do so without making changes
to the entire organization. Instead of collective bargaining, the organization can engage in
targeted bargaining. Organization can save time and money by not providing benefits that
employees will not use. The employees will be happier by receiving specific benefits that
meet their individual needs. The scope of labor negotiations shifts from very broad to very
narrow, thus reducing time and money.
A job description can serve as means to be more efficient with compensation (Massad,
2005). Each job in an organization clearly has KSAs. Additionally, each individual employee
has specific compensation needs based on their personal backgrounds. Compensation
models can be developed to strategically match the needs of each employee with the
human resource priorities of the organization. If an employee has specific KSAs that are
particularly valuable to the organization, he or she can be compensated accordingly.
Conversely, if an employee’s skills can easily be replaced, he or she can be compensated
accordingly. Organizations can justify salary increases, promotions, demotions, firing and
transfers based on the proficiency they exhibit in relation to their job description.
Compensation can be directly related to each employee’s documented contributions, when
compared to the job description, to the organization.
Drucker (1993) was not a supporter of the job description. He felt job description too
narrowly defined a person’s job that created a crippling effect on worker productivity.
Workers would only do what is outlined in their job description and little else. Drucker
preferred flexibility in workplace tasks. However, when flexibility is left unchecked, workers
take on tasks they are not qualified for or properly trained to perform. There is potential for
overworking employees or workplace injuries. Additionally, workers may become confused
about what their job entails, causing frustration with their job. Although workers may
become too literal with their duties, a job description helps eliminate job duty confusion. If
workers become too entrenched with their job description details, the job description can
simply be changed to meet the demands of the job.

Conclusions
A job description is often dismissed as a human resource necessity that an organization
deploys when they need to hire an employee and puts away afterward. However, a job
description can be used throughout the employment relationship to give the organization a
competitive advantage.
Organizations gain a competitive advantage by being transparent in their employment
practices. Because the job description provides guidance, everyone in the organization
understands what is expected of them. Any deviation from the job description allows
employers to correct employee actions through performance management, training and
development or separation of employment. There are no surprises for all parties involved.
Keywords: If utilized throughout the life of employment, a job description is a powerful tool that can aid
Competitive advantage, managers. Managers have a road map that can help them with their duties of planning,
Succession planning, leading, organizing, controlling and staffing. With a road map, the complexities of
Job description management become easier.

References
Drucker, P. (1993), Managing for the Future: The 1990s and Beyond, Penguin Group, New York, NY.

Heathfield, S. (2016), “Job description”, Human Resources Management: HR FAQs and Basics and
Strategic HR, available at: http://humanresources.about.com/od/jobdescriptions/g/job_description.
htm

Herrick, S. (2009), “How job descriptions prepare you for interview questions”, Cube Rules, available
at: http://cuberules.com/2009/08/17/how-job-descriptions-prepare-you-for-interview-questions/

PAGE 10 HUMAN RESOURCE MANAGEMENT INTERNATIONAL DIGEST VOL. 24 NO. 6 2016

Kondrasuk, J.N., Moore, H.L. and Wang, H. (2001), “Negligent hiring: the emerging contributor to
workplace violence in the public sector”, Public Personnel Management, Vol. 30 No. 2, pp. 185-195.

Marr, B. (2013), “The top 5 management tools in the world”, LinkedIn, available at: www.linkedin.com/
pulse/20130729060735-64875646-shhh-the-top-5-management-tools-in-the-world

Massad, M. (2005), “Importance of a job description”, Entrepreneur, available at: www.entrepreneur.

com/article/78506

Mondy, R. and Martocchio, J. (2014), Human Resource Management, Pearson, Boston, MA, pp. 91-94.

Scott, N. (2011), “How to make job descriptions work with performance evaluations”, Biz Articles
Online, available at: www.nancyscott.com/page50/page43/page43.html

Corresponding author
Samuel Leon Rohr can be contacted at: slrohr@pnc.edu

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