The last time I reviewed the job description for my position was prior to applying for the role. Since that time, my responsibilities have expanded exponentially, yet my official job description has not evolved to reflect these changes. While my company reviews most job descriptions annually, upper management positions are excluded from that process. According to the article “Job Worth Doing: Update Descriptions,” this oversight poses a legitimate legal risk for organizations. The article warns that “if you have a measure of performance that doesn’t appear on the job description and you have a case brought against you, depending on the agency [involved], there could be punishment” (Tyler, 2013).
This situation is common across many organizations, where job descriptions often lag behind the actual scope of employees’ responsibilities. A natural opportunity to update them arises during the hiring process. Step 2 of Hiring Top Executives: A Comprehensive End-to-End Process from HBR’s “Definitive Guide to Recruiting” is: Specify the Job. Having a current, relevant, and detailed job description that clearly outlines the necessary skills and experience is a crucial element of effective recruitment (Fernández-Aráoz, Groysberg, & Nohria, 2009).
However, rather than updating job descriptions only when hiring, they should be treated as living documents rather than static forms. As “Job Worth Doing: Update Descriptions” emphasizes, “updating job descriptions should be an ongoing process anytime something significant changes” (Tyler, 2013). Linking this process to annual performance evaluations could help maintain both accuracy and engagement. Additionally, granting employees and managers shared ownership and access to job descriptions could streamline the process and promote accountability, as maintaining accurate job descriptions should be a shared responsibility among employees, managers, and HR.
This participatory approach would not only ensure that documented responsibilities align with real duties but also validate employees’ evolving contributions to the organization. When employees can demonstrate that they are exceeding the expectations outlined in their job descriptions, it creates an opportunity for a constructive conversation about advancement and how the organization can better leverage their skills and education (Tyler, 2013).
After reflecting on this, I plan to update my own job description and bring it into the discussion during my upcoming end-of-year performance review.
Tyler, K. (2013, January 1). Job worth doing: Update descriptions. HR Magazine.
Fernández-Aráoz, C., Groysberg, B., & Nohria, N. (2009). The definitive guide to recruiting in good times and bad. Harvard Business Review, 87(5), 74–84
