To write a job description for a role that does not exist yet, start with the problems the role must solve, not with a list of skills. Write three to five outcomes, turn each into tasks, then list the few skills and experience a person needs to do those tasks. Treat the first version as a draft and plan to revise it after the first interviews.
Key takeaways
- Start from outcomes and tasks, not from a wish list of qualities.
- Limit must-haves to three to five items that you can check on a resume or CV.
- Write what is not known yet, and say the role may change. Candidates respect honesty.
- Test the draft with two people who do similar work, and with one person who does not.
- Plan a review after the first five interviews. Change the document, not the standard for each candidate.
Why a new role is harder to write
When a role exists, you can copy and update an old description. A new role has no history. Founders often fill the gap with a long list: “self-starter, strategic, hands-on, five years of experience, great communicator”. That list describes a person who may not exist, and it hides the real work. It also attracts few applicants, and it can exclude strong people who do not match each phrase.
A better approach is to describe the work first. If you can describe the work in plain words, you can find people who have done something like it.
The seven-part method
| Part | Question to answer | Length |
|---|---|---|
| 1. Problem | What is not working today, or what do we want to start? | 2 to 3 sentences |
| 2. Outcomes | What will be true after 6 and 12 months if this hire succeeds? | 3 to 5 bullets |
| 3. Tasks | What will the person do in a normal week? | 6 to 10 bullets |
| 4. Must-haves | Which few skills or experiences are needed from day one? | 3 to 5 bullets |
| 5. Nice-to-haves | What helps but can be learned? | 2 to 4 bullets |
| 6. Context | Team, reporting line, hours, place, pay range | Short list |
| 7. Unknowns | What is not decided yet? | 2 to 3 sentences |
Part 1: State the problem
Write the problem as if you were telling a friend. For example: “Our customers wait two days for an answer, and the founders answer most emails at night.” This helps candidates see why the role exists and helps you check whether you need a hire at all.
Part 2: Write outcomes
An outcome is a result, not an activity. “Answer customer emails within one working day” is an outcome. “Check the inbox” is an activity. Write outcomes for the first 6 months and the first 12 months. If you cannot write outcomes, you may not be ready to hire. Our guide to the one-page role brief goes deeper on this step.
Part 3: List tasks
List what the person will do in a normal week. Use verbs: answer, write, update, report, schedule, check, call. Avoid vague words such as “support” and “manage” without an object. Say how much time each task takes if you know.
Part 4: Choose a few must-haves
Take each outcome and ask: what skill or experience would make this task possible on day one? Write only those. Keep the list to three to five items. Each must be something a person can show on a CV or in an interview. See must-haves vs nice-to-haves and how to write requirements candidates can check themselves.
Part 5: Name the nice-to-haves
Nice-to-haves are skills that help, but you can teach them in the first months. Keep them short. Say clearly that they are optional so that candidates do not rule themselves out.
Part 6: Add the context
Include the reporting line, the team size, the hours, the place of work, the pay range and the type of contract. In some places the law requires pay information. Check the rules where you hire.
Part 7: Be honest about the unknowns
Say what is still open. For example: “This is a new role. We will review the tasks after three months and agree changes with you.” This honest statement attracts people who like building and filters out people who need a fixed structure.
A template you can copy
| Section | Fill in |
|---|---|
| Job title | Use a common title that people search for |
| Why this role exists | Two or three sentences on the problem |
| What you will achieve | Outcomes at 6 and 12 months |
| What you will do | 6 to 10 tasks with verbs |
| What you need | 3 to 5 must-haves, each checkable |
| What helps | 2 to 4 nice-to-haves |
| About the team | Size, manager, how you work |
| Hours, place and pay | Hours per week, location, range, contract type |
| What is not decided | The open points |
| How to apply | CV or resume, and one short question if needed |
| Our process | Steps and expected timeline |
A fictional example
This example is invented. A small online shop has never had an operations role. The founder writes the following draft.
| Part | Draft text |
|---|---|
| Title | Operations coordinator |
| Why this role exists | We ship about the same orders each week, but delays and errors take the founder’s evenings. We want one person to own the process from order to delivery. |
| Outcomes | Within 6 months: orders leave within one working day. Within 12 months: the number of wrong or late orders falls and the founder no longer handles daily shipping. |
| Tasks | Check new orders. Pack or direct packing. Book couriers. Answer delivery questions. Track errors in a sheet. Order packaging. Suggest process changes. |
| Must-haves | Experience in an order, warehouse or logistics task. Clear written communication. Comfort with spreadsheets. Able to work the stated hours. |
| Nice-to-haves | Experience with an online shop platform. Basic knowledge of courier systems. |
| Unknowns | We may add customer service tasks after three months. We will agree this with you. |
Notice that the draft says nothing about “passion” or “ninja”. It names tasks and checkable skills. Someone with warehouse or retail stock experience could apply, which widens the pool in a fair way.
Test the draft
- Ask two experts. Find two people who do similar work, even in another business. Ask: “Is this realistic for one person? What is missing?”
- Ask one outsider. A friend outside the field should be able to explain the job back to you in two sentences. If not, simplify.
- Check for proxies. Remove anything that is not needed for the work, for example years of experience that function as an age signal, or a degree where a skill would do.
- Check the load. If the tasks need more than the hours you offer, cut tasks or raise hours.
- Check the pay. Compare the pay with the tasks and the market. See the cost worksheet.
Review after five interviews
A new role changes as you talk to people. After the first five interviews, hold a 20-minute review. Ask: Which tasks did candidates find unclear? Which must-have did nobody meet? Which one did everybody meet, so that it no longer helps you choose? Change the document, record the date, and apply the new version to all candidates, including those you have already seen. Do not lower the standard for one person you like.
Common mistakes
| Mistake | Why it hurts | Fix |
|---|---|---|
| Copying a large company’s description | It describes a team and tools you do not have | Write from your own tasks |
| Listing 15 must-haves | Strong people rule themselves out | Keep to 3 to 5 |
| Using “rockstar”, “ninja” or “culture fit” | Vague and can exclude people | Describe behaviour and tasks |
| Hiding the pay | Candidates cannot judge the fit; may be illegal in some places | Give a range where possible |
| Making the role a copy of the founder | No one matches that | Describe the work, not the person |
For more on wording the ad that you publish from this description, read how to write a job ad that attracts the right applicants. If this is your first employee, also read the first hire plan.
Turn tasks into interview questions
A good description doubles as an interview plan. For each must-have, write one question that asks for a real example. Ask every candidate the same questions in the same order. This is fair, and it makes answers easy to compare.
| Must-have | Question to ask | What a strong answer includes |
|---|---|---|
| Order or logistics experience | Describe a time you handled a busy week of orders. What went wrong and what did you change? | A specific situation, the action the person took and a result |
| Clear written communication | Tell me about a message you wrote to explain a problem to a customer or colleague. | A clear purpose, a reader in mind, a result |
| Spreadsheet comfort | What do you track in a spreadsheet and how do you check it for errors? | A named task, a method and a check |
| Works the stated hours | These are the hours. Is there anything we should talk about? | A direct answer. Do not ask about family or health |
Score each answer against a short scale and write the evidence. A scorecard is simple to build; see our interview scorecard template.
What to do if the role changes after you hire
New roles drift. After three months, hold a short meeting with the new employee. Compare the original outcomes with what really happened. Ask what takes the most time and what is missing. Update the description and agree the changes in writing. If the change is large, such as a different level of work or different hours, treat it as a contract change and take advice. Do not quietly add tasks that were not in the agreement. That causes stress and can create legal problems in some countries.
A short, honest description at the start makes this review easy. You can show the person the original document and ask: “What is still true, and what has changed?” This is a respectful way to shape a new role with the person who holds it.
A 15-minute checklist before you publish
- The job title is one that people search for.
- The first two sentences say why the role exists.
- There are three to five outcomes.
- Tasks start with verbs.
- There are no more than five must-haves, and each can be checked.
- Nothing in the text points to age, sex, race, religion, disability or family status without a job reason.
- The pay range, hours and place are stated.
- The unknowns are named.
- The application step is simple and takes under 10 minutes.
Where the description is used
Write the full description once, then reuse it in four places. The ad uses the problem, the outcomes, the must-haves and the pay. The interview plan uses the must-haves and tasks. The offer letter uses the title, hours and place. The first-month plan uses the outcomes. When one document drives all four, candidates hear the same story at every step, and you spend less time writing. Keep one copy with a date, and update it whenever the role changes, so that nobody works from an old version.
Official sources for this topic: EEOC: small business guidance, GOV.UK: employing people. These pages are maintained by the authorities and may change, so check them for the current text.
Frequently asked questions
How long should a job description be?
One page is enough for most roles. Use short sentences and lists. Candidates read the ad, so the ad can be shorter than the internal document.
Should I include the salary?
Yes if you can. Pay information helps candidates decide and, in some places, the law requires it. Check the rules where you hire.
What if I do not know the exact tasks?
Write the outcomes and the first three months of tasks. State that the role will change and how you will agree changes.
Can I use a template from the internet?
You can use it as a prompt, but write your own tasks and must-haves. A generic template may contain requirements that you do not need.
How many must-haves are too many?
More than five is usually too many. If you have more, move the lowest ones to nice-to-haves or cut them.
Related guides
- Hiring guides for small businesses and founders
- How to define a role before you hire: a one-page role brief
- How to write a job ad that attracts the right applicants
- Must-haves vs nice-to-haves
- All hiring guides for employers
- How to hire an assistant or office manager: role, ad and interview
This is general information, not legal advice.