The Art and Science of Writing Effective Job Descriptions

Claire Monroe

Hi everyone! Welcome back to The Science of Leading, the podcast where we break down the real-world psychology behind better people decisions at work. I’m Claire Monroe, and with me as always is the one and only Edwin Carrington. Edwin, good to be with you as we dig into something deceptively simple but super powerful today: how to write job descriptions that actually work.

Edwin Carrington

Always a pleasure, Claire. You know, job descriptions are—well, I think people tend to forget they’re more than just an HR formality. They’re strategic tools, and when you get them right, they become the springboard for better hiring, retention, even culture.

Claire Monroe

Yeah, and I’ll just admit, when I was right out of college and job hunting, I basically ignored about half the postings I saw. A lot of that was because titles were so vague—things like “Coordinator” or just “Specialist.” I mean, I almost skipped applying to a company that turned out to be a great fit for me because I couldn’t tell what the job actually was. Only when they updated the posting to something concrete—“Digital Marketing Strategist”—did it finally click. That title change…that made the difference.

Edwin Carrington

That story isn’t rare. The job title is really the headline. It has to be clear, searchable, and reflect the actual work. If you’re too creative or use internal jargon, you risk missing qualified candidates—or worse, you attract the wrong ones. “Digital Marketing Strategist” tells a whole different story from “Marketing Ninja.” Candidates search with standard terms, not clever wordplay.

Claire Monroe

And then comes the summary, right? A lot of job descriptions just… repeat the responsibilities. But all the advice out there says the summary should be more like an elevator pitch—connects the role to the company’s mission, shows why it matters. Sets the hook, like we talked about last episode when we discussed avoiding costly hiring mistakes.

Edwin Carrington

Exactly. The summary should answer “why does this role exist?” and “how does it move the company forward?” Candidates want meaning, not just a list of chores. That’s where you make the opportunity compelling and reflect your culture, even before you list out daily work or requirements.

Claire Monroe

Okay, then after the title and summary, we’ve got responsibilities and qualifications—the heart of the posting. And here’s where it’s tempting to just dump everything in. But we know that doesn’t work, right?

Edwin Carrington

Right you are. Think of responsibilities as your chance to clarify, not overwhelm. And the qualifications—well, that’s a balancing act. You want to name what’s truly essential but not create a barrier with laundry lists or preference stacking. We’ll get into that more, but all four pieces—title, summary, key responsibilities, qualifications—they work together to filter for fit and help everyone win.

Claire Monroe

So if you’re listening and thinking, “This all sounds obvious,” just wait—most job ads still get it wrong. Let’s dive deeper and talk about how to make those middle sections—the responsibilities and qualifications—not just legal, but strategic.

Edwin Carrington

Good place to focus, Claire. I’ve seen so many companies try to cover every possible scenario in a job post. They list fifteen, twenty bullet points. But candidates, they’ll just skim and get overwhelmed or discouraged. Real progress comes from honing in on key responsibilities—five to seven core actions that truly drive success in the role.

Claire Monroe

Yeah, and it’s not just about the tasks themselves—there’s a difference between saying, “Answer phones and file paperwork,” and saying, “Serve as the first point of contact for clients and support smooth team operations.” The second one shows purpose and impact, and, I mean, just reads a lot better.

Edwin Carrington

Language counts. Use action verbs, always present tense—like “lead,” “develop,” “analyze.” It helps candidates actually picture themselves in the work. And, as we covered in previous episodes, especially our behavioral science one, outcome-based descriptions attract candidates motivated by results and autonomy—not just the minutiae of how things are done.

Claire Monroe

That’s such a good point. I also want to ask about requirements. Because, let’s be honest, sometimes you look at a posting and there’s a mile-long checklist—like, must have five software certifications, must be a “self-starter,” must have fifteen years of experience for an entry-level job. That’s so exclusionary! Are companies shooting themselves in the foot?

Edwin Carrington

I’d say they are. Research is clear: overly exhaustive lists tend to discourage women and underrepresented groups from applying—if they don’t check every box, they self-select out. A balanced list, clearly separating must-haves from nice-to-haves, goes a long way for appeal and diversity.

Edwin Carrington

And here’s a story—one consulting client of mine realized their old postings said things like “must be able to stand for long periods” without specifying why. It wasn’t essential, and it excluded candidates needlessly. Once we rewrote those sections to clarify only the real, job-related requirements—and made sure to match language for ADA compliance—they saw literally twice as many qualified applicants, some of whom hadn’t applied before because of those ambiguous, even biased statements.

Claire Monroe

That’s wild but I believe it. So, it’s not just about attracting talent—it’s also about making your posting accessible and inclusive, and staying compliant. Being factual, avoiding vague or loaded terms, and separating essentials from preferences. Would you say it’s worth occasionally doubling back and updating those lists to match how the job really works?

Edwin Carrington

Absolutely. Roles change, so should descriptions. Involve current employees, edit for outdated terms, and above all, make the process candidate-friendly. Clarity here protects the company, and—crucially—widens your real talent pool.

Claire Monroe

So we have tight, focused responsibilities and clear, inclusive requirements. But sometimes—maybe more than sometimes—I’ll look at a job and have no idea what vibe the company gives off, or what kind of growth I’d find there. That’s a big piece of whether someone wants to apply, right?

Claire Monroe

Why do you think so many leaders overlook culture when they’re writing job postings, Edwin? It feels like everyone says culture is important but then forgets to mention it in the job ad.

Edwin Carrington

That’s a question I ask all the time, Claire. I think some leaders just assume culture is something you show during the interview or onboarding, not before. But the reality is, job seekers today—they put culture front and center. Like at Starbucks, their descriptions don’t just say “make coffee”—they highlight community, service, growth. That strategy consistently brings in people who share those values.

Claire Monroe

Totally! And company culture isn’t just perks. When you weave in your mission, values, or even a bit of your history, it’s like giving people a preview of what it’s actually like to be on the team. It’s what draws someone in if your company isn’t a household name or the industry’s…glamorous. I always look for little touches about flexibility, collaboration, or how a company helps people grow. That tells me way more than “we have snacks.”

Edwin Carrington

Exactly. Growth matters just as much. Calling out mentorship programs, learning stipends, cross-functional projects, or career pathways gives people a reason to see a future with you—not just a job. It’s especially important for high-potential talent and, as we’ve seen, it keeps teams engaged longer term.

Claire Monroe

Let’s talk about making all of this land—because sometimes, even really thoughtful job postings get…well, ignored. What can people do to make their descriptions compelling, not just compliant?

Edwin Carrington

Strong, actionable language is the fastest way. Use verbs that show ownership— not just “responsible for,” but “drive,” “create,” “champion.” Present tense, always. And structure matters: break things up with bullet points, keep sections concise, organize so it’s scannable. If someone can grasp your pitch in 30 seconds, you’re nailing it.

Claire Monroe

Oh, and the close! I always notice when a job post ends vague, like “submit an application.” A call to action should be motivating: “Join us and help shape our future,” or “Apply to make a measurable impact from day one.” It’s simple, but honestly, it works—the language makes you picture yourself there.

Edwin Carrington

Absolutely. And don’t forget: your job descriptions are living documents. Update them. Improve them. Each one is a chance to bring the right people into your mission—not just another checkbox for HR. When you combine clarity, culture, and inspiration, you build teams that last.

Claire Monroe

Well said, Edwin. That’s all for this episode on writing job descriptions that are clear, compelling, and actually, you know, useful. If you’re listening and your job descriptions are feeling more like a laundry list, maybe it’s time for a refresh. And if you missed our last episode on costly hiring mistakes, go check it out—it ties in nicely here.

Edwin Carrington

And remember, if you want to see these ideas in action, visit OAD.ai for a free demo or browse our other episodes for more practical insights. Claire, always a pleasure talking through these topics with you.

Claire Monroe

Same to you, Edwin. Thanks everyone for tuning in to The Science of Leading. See you next time!