How to Develop Job Descriptions

The lack of well-thought-out job descriptions can lead to numerous management problems:

  • Important matters fall through the cracks because staffers don't know who has which responsibilities.
  • Tension develops because responsibilities appear to overlap.
  • Staffers are uncertain how to improve their job performance because they may not be clear on exactly what basis they are being judged on.

Developing Job Descriptions

A crucial feature of a personnel management system is job descriptions. Important matters can be overlooked if staff are uncertain of their responsibilities. Tensions may develop among staff if their responsibilities appear to overlap. Job descriptions document duties and responsibilities and determine which staff are subject to overtime provisions. Only with a complete description of a staffer's actual job duties can you make an informed decision as to whether that employee meets the overtime exemption test.

For guidance in writing job descriptions, offices should consult CMF’s “Developing Job Descriptions,” a brief that explains step-by-step how to construct a job description. Then, modify the job duties based on the Member's/Chief of Staff's expectations and discussions with each staff member involved. For sample job descriptions, staff can download and modify the examples provided here: "Job Descriptions: House Office Sample." 

There are several ways to construct job descriptions, but one of the most useful techniques is the "bottom‑up" approach. Because it is difficult and time‑consuming for management staff to develop accurate and meaningful job descriptions, staff can produce a first draft of their job descriptions based on their understanding of their responsibilities. A supervisor has two roles in this process: First, to determine what information staff should include in their job description. Second, to review and, when necessary, modify the drafts developed by staff. This bottom‑up process for writing job descriptions fosters a greater sense of ownership among the staff. Here's how it works:

  • Have staff list the specific office functions that they perform. This list should include both their routine, day‑to‑day tasks as well as those that are more broadly a part of the office's strategic plan. It should distinguish between essential and secondary functions. (See the Strategic Planning section for more information on developing a strategic plan.)
  • Be sure to have them include reasonable performance goals for the year. Upfront agreement on what supervisors expect of staff prevents jarring surprises during staff evaluations and provides guidance as to what the priorities of the office are.
  • Staff should list the resources they need to fulfill their job requirements. Include needs such as computer access, a travel budget, intern assistance and, especially, management and staff support. For example, will the District Director need to get the Member's approval for certain types of initiatives? Will the Press Secretary need legislative research regularly from a certain LA?
  • Have staff list other tasks or responsibilities that they would like to see become part of their job, as well as current tasks or responsibilities they would like shifted to someone else. We have found from our work with congressional offices that these lists often lead managers to discover opportunities for "win/win" solutions. That is, staff assignments can be traded in such a way that one or more staffers end up happier and better matched with their assigned responsibilities.
  • Ask staff to list their personal growth goals. This list should reflect a set of new goals to give you, as their manager, guidance on how to take their longer‑term goals into account. A manager's ability to tailor assignments to help staff grow professionally in the directions they prefer will foster a more motivated and loyal staff.

Sample Worksheet to Develop "Bottom-Up" Job Descriptions

NAME:____________________________________________

POSITION:_________________________________________

1. Describe the essential and secondary functions in your current job description:






2. What, if any, aspects of your job description need clarification?






3. What aspects, if any, of your job description need to be modified to support the strategic plan?






4. What aspects would you like to see added (or deleted) from your job description to support your personal growth goals?






5. How would other staff react to these changes in your job description?





 
Managing Staff