UM Job Description Writing Guide
About this Guide
The principles and practices you will find in this guide are designed to help you document
positions using job descriptions. The information provided includes general information and
guidance, and lists issues to consider when writing descriptions. For more information on the
subject matter presented in this guide, see your Departmental Human Resources Representative.
What are job descriptions for?
A properly written job description has several uses:

Managing expectations: It can clarify job expectations for the University, the manager
and the employee.

Performance management: Descriptions can assist with objective setting and performance
management.

Recruitment: Job descriptions provide essential information for assessing candidates.

Pay: Accurate descriptions improve our ability to set competitive pay and determine the
proper Fair Labor Standard Act (FLSA) status; either Exempt (monthly paid), or Nonexempt (hourly paid).
What should be included in a job description?
The University's job description template includes the following sections:
1.
2.
3.
4.
5.
6.
7.
Classification Data (title, grade, etc…)
General Description
Primary Duties & Responsibilities
Knowledge/Skills/Abilities
Education Requirements
Work Experience Requirements
Disclaimer Statement
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UM Job Description Writing Guide
A blank job description template can be found on the Human Resources webpage:
http://www6.miami.edu/UMH/CDA/UMH_Main/1,1770,64496-1;64415-3,00.html
Getting Started:
Managers are responsible for writing and maintaining job descriptions for the positions in their
departments. Managers may find it useful to solicit input from the employee in the position. The
guidelines presented here will provide advice for ensuring a description is written appropriately.
Collect Materials:
The following materials can be used as resources in developing
or modifying job descriptions:
 Sample descriptions from UM’s HR website
 Prior Job Descriptions
 Performance Objectives
Tip There are advantages to having an
incumbent provide input:
 The incumbent is most familiar with
the actual duties.
 It may free up the manager’s time.
 The manager may discover new or
altered duties.
 The manager may find that his/her
priorities do not match the
incumbent’s.
 Related Job Postings
 O*NET (the U.S. Department of Labor’s occupational information network)
http://online.onetcenter.org/
Writing Style Examples:
Guideline
Write in the present tense, starting with an
action verb, and use succinct statements.
Write about tasks and duties, not goals and
outcomes.
Substitute generic terms for proprietary names.
Use clear and concise language. Avoid
unnecessary words.
Avoid gender-based language.
Example
Answers the phone. Prepares documentation.
“Makes journal entries” not “Supports financial
program stability.”
Use “voicemail system” instead of “Octel” or
“Audix.”
“The job incumbent Transports all University mail to
the various locations throughout the entire facility.
Use “Chair” rather than “Chairman.”
Representing the job:
 Document the job, not the person. The description should be written without regard to the
incumbent(s). Education, experience, and knowledge/skills/abilities should be based upon
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UM Job Description Writing Guide
the minimal fundamental business need of the position, rather than being tailored to specific
individuals.
 Describe the job in its current rather than future state.
 Descriptions should not be used to achieve alternate agendas - such as preconceived market
values, or titles.
Job Specifications/Requirements (Education/Experience & Knowledge/Skills/Abilities)
The knowledge, skills, abilities, education and experience levels required for a job should be
carefully considered to ensure that otherwise qualified candidates are not screened out. These
specifications should include the necessary qualifications to perform the full job.
The following steps are recommended to set job requirements:
1. List the attributes necessary to perform the job successfully.
2. Add the observable signs that reliably indicate whether
someone possesses the necessary attributes. This may
include certifications, education or experience.
3. Additional qualifications – These requirements may be
included in the job description as a ‘preferred’ qualification.
4. You may also include statements such as “equivalent
combinations of education and experience will be
considered”.
Some reminders on job specifications:



Specifications should not list preferred
qualifications that managers wish for in
an incumbent.
They should not be directly or indirectly
based on age, sex, national origin,
religion, race or color.
Although all of the incumbents in a job
may have a specific qualification, it may
not be required to perform the job, e.g.
specific education levels or the ability to
speak a foreign language.
Putting it all together:
Before finalizing each job description, review the following checklist to ensure you have
properly addressed these important issues:
Checklist:
 Is the language clear and concise? Is it written in the present tense?
 Is the job described without regard to the incumbent?
 Do the job specifications, education and experience levels reflect the minimum level required
for the job rather than the desired level?
 Are the job specifications designed fairly, without regard to age, sex, national origin,
religion, race or color?
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UM Job Description Writing Guide
Managing Employee Expectations:
Maintaining up-to-date job descriptions represents a managerial best practice. The performance
evaluation period also represents an annual opportunity to review and update job descriptions.
The process of updating job descriptions, however, can sometimes raise questions for employees.
“Is my job being evaluated?” “Am I being reviewed?“ Managers should assure employees that it
is good business practice to keep up-to-date job descriptions. Being asked to update their
description is a not reliable indication that an employee’s performance is being review, or their
compensation will change as a result.
Once the description is finalized, share it with the incumbent. The mutual understanding of job
descriptions and performance objectives helps to maximize employee performance and
satisfaction.
When the job changes:
If the new job description reflects substantial changes to the job, contact your Human Resources
Representative about a more formal review. He or she can advise if it should be submitted to the
HR Department for a possible pay band change or a more appropriate FLSA classification.
More Information:
If you need further assistance or information about writing job descriptions, please contact your
Human Resources Representative or your respective campus’ HR-Compensation office:
Coral Gables/RSMAS Compensation Team
Joe Antczak
Hady Perez Vasallo
Compensation Director
Compensation Analyst
284-6354
284-6670
Medical School Compensation Team
Daniel Abad
Odalys Montoya
Marco Zúñiga
Lead Compensation Analyst
Sr. Compensation Analyst
Compensation Specialist
243-6413
243-8376
243-8881
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