Job Description Guidelines

Purpose of the Job Description:

The job description provides the employee and supervisor with a common understanding of the work that is to be currently performed and the standards by which the employee's performance will be evaluated. It specifies which duties are essential to the position. It also provides information such as the competencies (skills, knowledge, and abilities) necessary to perform the job and environmental demands of the position.

Job descriptions are reviewed and approved by Illinois Human Resources.

The Americans with Disabilities Act, signed into law July 26, 1990, protects any "qualified" individual with a disability from employment discrimination on the basis of the disability. Under the Act, a qualified individual is one who, with or without reasonable accommodations, can perform the essential functions of the position.

Essential Duties

the reason the position exists is to perform the function;
there are a limited number of employees available who may perform the position function; and
the function is so highly specialized that the person is hired for his or her expertise.

Important to Note:

Job descriptions cannot conflict with applicable policies and laws.
Use language that is inclusive, not exclusionary.
Performance-related concerns are not addressed on the job description. Address these separately with unit HR staff or Labor & Employee Relations.
Employees are not required to provide a signature or an electronic acknowledgment of their job description. However, they should be advised that they are responsible for performing the duties assigned to their position, or they could be subject to disciplinary action.
Updated job descriptions should be maintained. It is a good practice to review and update these during the annual performance review.

Information is required for each section of the job description unless it is indicated as "Optional."

I. Primary Position Function/Summary:

State the main purpose of the position in one clear, concise sentence. (The specific duties to carry out the function should be listed in the Duties & Responsibilities section.)

II. Organizational Relationship:

Describe how the position relates to its immediate supervisor, co-workers and any other positions it may supervise. Identify by title the following:

Supervisor's supervisor
Supervisor
Incumbent and others who report to the same supervisor
Persons who report to the incumbent

III. Duties and Responsibilities:

Each unit/department is unique; therefore, it is expected that the duties assigned to each position are determined by the organization’s operational needs.

For civil service positions, the class specifications may be used as a guide to determine the appropriate classification based on the nature, level, and concentration of the duties and responsibilities appearing on the job description.

However, while it is unnecessary for every characteristic duty listed on the class specification to occur in any single job, it is acceptable that not every job duty appearing on the job description be listed as a characteristic duty on the class specification.

Some key steps involved in the process of developing the duties & responsibilities section

Identify the duties and responsibilities of the position.
1. List only those duties that are appropriate (scope, nature, level) for the position, or classification for civil service. For example, facility maintenance duties that are typical of the Building Custodial Service classification are inappropriate to assign to a clerical occupation, such as an Office Support Specialist.
2. List only those duties that are current and permanently assigned to the position.
3. Duties that are incidental and non-recurring should not be listed on the job description (e.g., the central mail unit is understaffed and not able to make pickups so the supervisor requests if an employee can deliver a bulk mailing for an upcoming conference to the post office).
Describe the duties and responsibilities concisely, factually and in enough detail so the activity can be clearly understood.
1. Write descriptive statements. Describe the duties to be performed, focusing on results required.
2. Keep it to the task. Focus on “what” is to be accomplished, not “how” a task or job is to be accomplished.
3. Use action or descriptive verbs.
4. When describing tasks and responsibilities, be as specific and concise as possible. You want to avoid writing a procedures manual.
Estimate the percentage of time spent performing each duty or a category of duties. The summary should total 100%.
1. Consider that essential duties, as defined above, typically require larger percentages of time than duties that are of lesser priority.
2. Keep in mind that a task that is not required to be performed on a regular basis or that could be reallocated to another staff member may or may not be considered an essential duty of the position (e.g., “Develop the annual budget for staff travel” or “Monitor the section’s phone line when both the main office and Director office’s receptionists are out of the office”).
List the duties in decreasing order of percentages.

The following good and bad examples may be used for guidance:

Be specific and descriptive

Bad: Make sure people in the area are okay.
Good: Make the scene of incidents safe by taking possible verbal and physical action and administering first aid
Bad: Provide good customer service
Good: Meets agreed-upon deadlines for faculty members with established two-week deadline for submission
Good: Meets agreed-upon deadlines for faculty members with established two-week deadline for submission

Keep it to the task

Bad: Walk paperwork to Payroll each Tuesday by 8:00 a.m.
Good: Ensure timesheets are received by Payroll by assigned deadlines.

Use action/descriptive verbs

Bad: Ability to design and produce event programs. posters and formal invitations.
Good: Designs and produces event programs, posters, and formal invitations.
Bad: Understanding of university and department policies and procedures.
Good: Adhere to current university and department policies and procedures.

Be concise

Bad: At 2:00 p.m., get the mail from the mailroom. At own desk, open, date stamp, put department mail in J's box, get the files for letters of reference received and give to R., make a new file if new application received, give to J. to begin processing.
Good: Retrieve departmental mail. Open, date stamp, sort and disseminate to appropriate staff, providing any additional information/materials required.

IV. Knowledge, Skills, and Abilities:

Describe any additional knowledge, skills, and abilities that are beneficial to the performance of the work such as supervisory ability, proficiency with software used in the unit, knowledge of basic accounting principles, etc. These should directly relate to the duties and responsibilities listed and for civil service positions these must not conflict with the minimum requirements established on Class Specifications.

V. Physical Demands/Working Conditions: (Optional)

Physical Demands: Describe any physical demands that are essential to the performance of the job and may have an impact on physical health. For example, remaining in a stationary position for long periods, ascending ladders, operating heavy equipment. If a position or classification is not subject to Pre-Employment Testing, duties and responsibilities involving a person’s level of strength or endurance cannot be indicated as a requirement. Simply describe what the work entails, for example, position involves frequently moving boxes that weigh more than 20 lbs. Jobs performing primarily sedentary work would not normally be expected to have physical demands listed.

Working Conditions/Environment: Identify any significant conditions in the work environment the employee should expect to encounter, for example, exposure to allergens, strong odors, and/or biohazards, changing weather conditions, extreme loud noises, etc.