How to use job descriptions in your strategic plan

Most HR professionals look at job descriptions as a summary of tasks for which the employee is responsible, focusing on ensuring that the employee understands what is expected of them on a daily, weekly or monthly basis. These job descriptions can be vague and broad, allowing management to assign any task to the employee as part of their job duties, or they can be highly detailed and specific, to the point that a reasonable employee will assume that the document contains the entirety of tasks for which they are responsible. However, good job descriptions serve a key organizational strategy role. Viewed collectively, they are a framework for you to ensure that your company has effectively laid the groundwork to meet its current objectives.

Here’s a simple example: Store A’s objective is to sell 1000 widgets a month. To meet this goal, Store A must ensure that the following job responsibilities are accomplished:

• Finance function (internal controls, payroll, accounts receivable, accounts payable, etc.)

• Lead generation (creating and placing ads, promotional campaigns, networking, etc.)

• Sales (telemarketing, following up on warm leads, meeting with prospective customers, closing deals, etc.)

• Customer Service (product satisfaction surveys, troubleshooting, ticketing repair requests, etc.)

• Management (ensuring that people are doing their jobs, inventory management, facilities management, etc.)

• Compliance and quality control (regulatory compliance, conformance with industry guidelines, etc.)

• Human Resources (recruiting, employee relations, labor law compliance, benefits administration, strategic planning, etc.)

Within each of the functions above are multiple subfunctions all of which must be performed to ensure the core function is has no weaknesses. For example, the finance subfunction of payroll includes keeping time sheets, collecting W-4s, issuing W-2s, collecting and storing direct deposit information, setting a specific payroll cycle, ensuring there is money to cover payroll on each payroll date, paying employees, etc.).

If you want to ensure that your job descriptions are consistent with your company goals, desired company culture and effectively protect the employer, then drafting job descriptions should be a collaborative effort between executives, supervisors and HR staff.

These functions may be performed by one employee—the business owner, they may be spread over five employees or perhaps 50-500 employees. As tasks get spread across a larger number of employees, the job descriptions should become a lot more specific to ensure that everything that needs to be done to ensure that Store A sells 1000 widgets per month is identified in at least one job description, with a corresponding oversight responsibility in another job description. This means that when someone looks at all the job descriptions in your company they should be able to identify every single thing that must be done for your company to meet its current objectives. Unfortunately this is rarely the case. There are two reasons companies are usually remiss in this area. 1. Each manager prepares the job descriptions for their subordinates and each has a different style or mentality about what a job description should look like, or more commonly 2. HR prepares all the job descriptions without fully understanding the role that each person is stepping into or the tasks that they will need to perform to accomplish the role’s objectives. When responsibilities are overlooked, it’s unlikely the company will meet its objectives.

A comprehensive evaluation of job descriptions requires HR to work hand-in-hand with management and the C-Suite to fully understand what the company wants to achieve, and the tasks that must be completed to attain that end. Too often, executives and managers set goals by implementing performance requirements without thinking through what employees need to meet those benchmarks. For example, if Store A’s goal this year is to have each salesperson increase sales from 80 widgets per month to 100 widgets a month, then they need to ensure that there is sufficient inventory on hand, sufficient lead-flow or other business development effort in place and a task breakdown for the salesperson to meet this requirement. If Store A has a 10% closing ratio on warm leads, they need to ensure that each sales person receives 1000 leads per month so they can meet the company goal of selling 100 widgets per month. If Store A does not raise the bar on lead generation efforts including investing in additional advertising, then their annual goal is meaningless, and will likely result in diminished employee morale within the sales team, likely resulting in turnover, workplace dissatisfaction, and lower closing ratios.

People Also Ask

1. Why are job descriptions important for organizational planning?

Job descriptions create clarity around responsibilities, reporting lines, and performance expectations. They also serve as the foundation for workforce planning, compensation decisions, and compliance with wage‑and‑hour laws. When job descriptions are outdated or inconsistent, organizations struggle with accountability and role alignment.
If you need help building compliant, scalable role structures, our HR Compliance Services support employers in creating job descriptions that meet legal and operational standards.

2. How does an outsourced CHRO support job description development?

An outsourced CHRO brings executive‑level structure to the process by aligning job descriptions with business goals, organizational design, and long‑term workforce planning. Instead of treating job descriptions as administrative paperwork, an outsourced CHRO ensures they reflect strategy, compliance, and the competencies needed for growth.
You can learn more about how our Outsourced CHRO model helps SMBs build job architecture that scales with the business.

3. What should be included in a compliant job description?

A compliant job description should outline essential functions, required skills, physical demands, reporting relationships, and FLSA classification. It should also reflect the actual work performed, not an idealized version of the role. This is critical for avoiding misclassification issues and supporting ADA‑related accommodations. Discover how surprise ADA claims can blind-side employers.
For employers who want to ensure their job descriptions meet regulatory standards, contact our HR Compliance team for an assessment of your current role documentation to reduce risk.

4. How often should job descriptions be updated?

Job descriptions should be reviewed at least annually, and any time a role changes due to restructuring, new technology, or shifting business priorities. Many organizations wait until a performance issue or hiring need arises, which leads to outdated or inaccurate descriptions that no longer reflect the work. If your organization is growing or restructuring, our Outsourced CHRO services can guide you through a full organizational planning process.

5. How do job descriptions support performance management?

Clear job descriptions establish the standards against which performance is measured. They help managers set expectations, provide feedback, and document performance concerns. Without accurate job descriptions, performance management becomes subjective and inconsistent. If you want to strengthen your performance systems, our Outsourced CHRO services help employers build role clarity that supports fair and defensible evaluations.