This week’s readings reinforce that keeping job descriptions up to date is not only standard practice but also a critical component of effective talent management.
Buckingham and Coffman (2016) emphasize that great managers define roles not only by tasks but also by the talent required to succeed. Job descriptions should clearly outline the necessary skills, knowledge, and innate talents. This approach ensures that roles reflect what individuals naturally excel at, allowing managers to better align responsibilities with strengths—ultimately boosting morale and productivity.
The SHRM article Job Worth Doing highlights the risks of relying on outdated job descriptions. These include legal exposure, poor hiring decisions, and disengaged employees. The article recommends updating job descriptions regularly, especially in connection with performance reviews and organizational changes.
To address these challenges, this week’s materials suggest several best practices:
- Conduct regular surveys and performance reviews
- Establish clear DEI goals
- Implement digital HR systems for tracking and updates
In my own experience with HR simulations, I’ve seen how vague or outdated descriptions contribute to rising grievances and turnover. Employees need clarity to feel confident and valued. When job expectations are unclear or misaligned with actual responsibilities, it can lead to frustration, disengagement, and even formal complaints.
Like many aspects of organizational life, job descriptions should be dynamic and adaptable. When they evolve alongside the organization, they help foster engagement, fairness, and long-term success. Treating them as living documents ensures they remain relevant and impactful.
Citations:
Buckingham, M., & Coffman, C. (2016). First, break all the rules: What the world’s greatest managers do differently (2016 ed.). Gallup Press.
SHRM. (n.d.). Job worth doing: Update job descriptions. Society for Human Resource Management. Retrieved from https://www.shrm.org