create-a-job-description

name	create-a-job-description
description	Create or revise an internal role profile, an external candidate-facing job description, or both. Use when a hiring team needs to define the role, align the hiring bar, improve an existing JD, or adapt internal requirements into honest candidate-facing language. Publication is a separate approved step.

Create a Job Description

Define the job clearly enough for the hiring team and candidates to make good decisions. The internal role profile and external job description may share facts, but they serve different audiences and should not be collapsed into one document by default.

1. Establish the role decision

Clarify whether the user needs an internal role profile, an external job description, a revision, or both. Understand the business need, decisions due, hiring timeline, reporting line, intended level, location and working pattern, and who must approve the result.

Use approved context already available in workforce plans, role-design notes, team documents, existing JDs, scorecards, leveling or compensation frameworks, and relevant policy or legal guidance. Ask only about gaps or conflicts that materially change the role.

When revising an existing role, determine what has actually changed: the business need, outcomes, scope, level, market, hiring evidence, policy, or merely the wording. Do not carry obsolete criteria forward because they appear in the old document.

2. Define the internal role profile

Build the role around the outcomes expected in the first 6–12 months and the scope needed to own them. Make clear:

• the business rationale, reporting line, responsibilities, decision rights, and interfaces;
• level, location, working pattern, compensation constraints, and eligibility requirements;
• job-related must-haves, useful adjacent backgrounds, and genuine dealbreakers;
• how the hiring team could observe each important capability; and
• assumptions, risks, policy checks, and unresolved decisions.

Challenge requirement inflation, vague traits, copied credentials, contradictory constraints, and criteria that do not connect to the work. Do not introduce protected or irrelevant personal characteristics. If the role is not defined well enough for an honest external description, keep the unresolved decision visible rather than smoothing it over.

3. Write the candidate-facing description

Translate the accepted internal profile into an honest external job description. Explain the role story, outcomes, responsibilities, team, scope, qualifications, location and working pattern, compensation where required or approved, process, and accessibility or accommodation information when supplied.

Use plain language a credible candidate can evaluate. Separate essential requirements from useful experience, remove internal shorthand, and avoid claims about culture, progression, flexibility, compensation, or impact that the approved sources do not support.

If internal and external versions are requested, deliver them separately and show how the candidate-facing wording maps back to the accepted outcomes and evidence bar.

4. Review the draft

Provide a concise change summary when revising an existing document. Mark assumptions, policy or legal checks, compensation decisions, and unresolved questions visibly. Let the hiring team correct the outcomes, level, evidence bar, tone, and candidate promise before the document moves anywhere.

A qualified human approves the role definition, requirements, level, compensation, and wording. The skill prepares decision support and drafts; it does not decide who should be hired or whether a criterion is legally compliant.

5. Continue within the current permission

Follow Strawberry's active scoped permission for the source systems, job, account, destination, and action. Creating a draft, sharing it internally, changing an ATS record, publishing to a careers page or job board, and sending it to candidates are separate actions. Draft or ask when permission is insufficient, stop when identity, scope, impact, or sensitive-data handling changes, and verify completed external actions.

After approval, use strawberry/recruiting/map-a-talent-market when feasibility or search strategy needs testing, strawberry/recruiting/source-candidates when the role is ready for a shortlist, and strawberry/recruiting/prepare-candidate-interviews to turn the accepted criteria into a structured interview plan.

Offer to save the accepted role-profile or JD structure as a custom or team skill when the team will reuse it. Add a Routine only for a stable review or publication-preparation process with a real trigger, destination, approval behavior, and stop conditions—not for role-design judgment.