How to Write a Job Description That Actually Attracts the Right Candidates
Most job descriptions are internally focused documents that confuse applicants. Here is how to write one that works.
Most small business job descriptions are copied from other postings with irrelevant requirements. Here is how to write one that attracts the right candidates.
Why job descriptions matter more than you think
Your job description is doing two things simultaneously: filtering out candidates who are not a fit, and convincing the right candidates to apply. Most job descriptions do the first reasonably well and the second terribly. The result is a smaller, less qualified applicant pool than the role deserves.
Job descriptions also have legal significance. They define the essential functions of the role under the ADA, establish the basis for exempt or non-exempt classification under the FLSA, and become key evidence in any wrongful termination or discrimination claim.
The structure of a job description that performs
Start with a one or two sentence summary that describes the role's primary purpose and its impact on the business. This is not a list of tasks. It is the answer to: why does this job exist, and why does it matter?
- Role overview: Two to three sentences on the position's purpose, who it reports to, and what success looks like in the first 90 days.
- Core responsibilities: Five to eight bullet points describing the actual work, ordered by importance. Use action verbs and be specific. 'Manages vendor relationships' is better than 'Responsible for vendors.'
- Qualifications: Separate required qualifications from preferred ones. Be honest about what is actually required vs. what would be nice to have. Inflated requirements reduce applicant quality.
- Compensation range: Include a salary range. Candidates filter by compensation even when it is not posted, and postings with ranges get significantly more qualified applicants.
- Company context: Two to three sentences about your company, stage, and culture. Candidates are evaluating you as much as you are evaluating them.
Requirements inflation: the most common mistake
Requiring a four-year degree for roles where a degree has no demonstrable connection to job performance is both a limiting filter and, in some cases, legally risky. The same applies to years-of-experience requirements that are not grounded in the actual learning curve for the role.
A common benchmark: if fewer than 60 percent of your current high performers in similar roles meet a listed requirement, the requirement is probably wrong. Run your own requirements against your best people and adjust accordingly.
Writing for candidates, not for your org chart
Candidates read job descriptions as an indicator of what it is like to work at your company. A list of 20 requirements, vague responsibilities, and no information about compensation tells a candidate that the company is transactional and does not think carefully about people.
Write in the second person where it helps ('You will work with...'), use straightforward language, and lead with what makes the role interesting. The best candidates have options. Your job description is competing with postings from companies that have dedicated employer branding teams.