How to Write a Job Description That Attracts the Right People

You post the job. The applications start arriving. And within a few days, you realise something has gone badly wrong. Half the candidates are nowhere near qualified. Some seem to be applying for an entirely different role. And one or two have sent cover letters that suggest they did not read a word of the advert.

Most business owners assume this is just the reality of recruitment. But the problem very often starts with the job description itself.

A poorly written job description does not just attract the wrong people. It wastes your time, drains your energy, and in some cases can leave you exposed to a discrimination claim before a single interview has taken place. Understanding how to write a job description properly is one of the most underrated hiring skills a business owner can have.

This post walks you through what a strong job description must include, what to leave out, and how it connects to everything that comes after.

Why the Job Description Matters More Than You Think

Most people treat job descriptions as a formality. Something you dash off, post online, and forget about. But they are doing far more work than that.

A well-written job description sets out exactly what you are looking for, so the people who apply are people who genuinely fit the role. That alone saves you hours of sifting through unsuitable applications.

But there is a legal dimension too. The language you use can attract or deter candidates in ways that could be seen as discriminatory under the Equality Act 2010. References to age, appearance, or requirements that are not genuinely necessary for the role can form the basis of a claim, even if that was never your intention. Getting the wording right from the start is the responsible thing to do, and it protects you.

It is also worth knowing that the job description and the employment contract should be closely aligned. If you make promises in the job description about responsibilities, benefits, or working arrangements that do not match what ends up in the contract, you may find yourself managing a dispute early in the employment relationship. Our team can help you create employment contracts that actually protect your business and ensure everything joins up properly from day one.

What Must Be in a Job Description

There is no single legal template for a job description in the UK, but there are elements every good one should contain. Here is what to include.

Job Title

Keep it clear and accurate. A job title should reflect what the person actually does, not what sounds impressive. Overly creative titles can confuse candidates and make the role harder to find online.

Location and Working Arrangements

Be specific. Is the role office-based, remote, or hybrid? If there is an expectation of travel, say so. Candidates increasingly prioritise flexibility, and being upfront avoids wasted conversations later.

Reporting Line

Who does this person report to? Who do they manage, if anyone? A single clear line on this prevents ambiguity and helps the candidate understand where they fit in the business.

Salary and Benefits

You do not have to publish an exact salary, but you should include a range. Roles advertised without pay information tend to attract fewer applications and generate more back and forth at an early stage. If you offer benefits such as pension contributions, annual leave above the statutory minimum, or flexible working arrangements, list them clearly.

Key Responsibilities

This section should describe what the person will actually do day to day. Use plain, active language. Aim for around six to ten key responsibilities. Avoid vague phrases like 'assisting the team' or 'supporting management.' Be specific about what is expected.

Essential and Desirable Requirements

Separate out what is genuinely necessary from what would simply be nice to have. This is important both practically and legally. If you list a requirement that is not truly essential and it has a disproportionate impact on candidates from a particular group, it could be challenged.

For example, requiring a full driving licence for a desk-based role, or specifying a set number of years of experience rather than demonstrating a particular level of competency, can both create unnecessary barriers. Base your requirements on the skills, knowledge, and behaviours the role genuinely demands. Where you reference qualifications, use recognised frameworks accredited by Ofqual.

The CIPD's guidance on inclusive recruitment practices is worth reading if you want to make sure your requirements list is both effective and legally sound.

Company Overview

A short paragraph about your business, your values, and what makes it a good place to work. This is your chance to attract people who fit your culture, not just people who can do the job. Keep it genuine. Generic corporate language turns candidates off.

What to Avoid When Writing a Job Description

Knowing what to leave out is just as important as knowing what to include.

• Avoid age-related language. Phrases like 'recent graduate' or 'young and dynamic' can be discriminatory under the Equality Act 2010. Stick to skills and competencies.
• Avoid gender-coded language. Research consistently shows that certain words can deter candidates before they have even finished reading. Aim for neutral, skills-focused language throughout.
• Avoid vague requirements. 'Good communication skills' and 'a proactive attitude' mean different things to different people. Where you can, describe what good looks like in this specific role.
• Avoid promising things you cannot deliver. If the job description mentions rapid progression or a specific benefit and those things are not reflected in the contract, you are building the employment relationship on shaky foundations from day one.
• Avoid making the requirements list so long that strong candidates feel they cannot apply. Keep the essential criteria focused and realistic. Move anything that is genuinely optional into a separate desirable section.

How to Write a Job Description: A Before and After Example

The difference between a weak job description and a strong one is not always obvious until you see them side by side. Here is a short example for a Sales Manager role.

The stronger version is more specific, more honest, and far less likely to attract applications from people who are not a genuine fit. It also avoids the kind of language that could cause legal problems further down the line.

A Job Description Checklist

Before you publish, run through this checklist to make sure you have covered the essentials.

How the Job Description Connects to the Employment Contract

The job description is not a legal document, but it does form part of the wider picture of what was agreed when someone joins your business. If there is a significant mismatch between what the description said and what the contract says, you may find yourself managing a grievance very early on.

This is particularly important for role responsibilities and working arrangements. If you describe a role as primarily office-based and then try to enforce hybrid working later, or if the description implies one set of duties and the contract reflects another, you are creating a problem before the person has even started.

Our employment contracts service is designed to make sure everything is joined up properly. The contract should reflect the role, the responsibilities, and the terms you have advertised. That alignment is the foundation of a solid employment relationship.

Once You Have the Right People, You Need the Right Foundations

Hiring the right person is only the first step. Once they are on board, you need the policies and procedures, the employee handbook, and the management structure to support them properly.

Without clear policies, new starters do not know what is expected of them, managers do not have a consistent framework for handling issues, and your business is exposed if something goes wrong. A well-written handbook sets out rights, responsibilities, and expectations clearly, so your team knows where they stand and you know you are protected.

And if things do not go to plan after a new hire, you will want to know your processes are solid. Our post on Capability vs Disciplinary: Understanding the Differences is a useful read for understanding how to handle performance and conduct issues correctly. For support with day to day people management, our disciplinary and performance management service is there when you need it.

If absence becomes an issue, our guide to managing employee absence walks through how to handle it fairly and legally.

Getting Recruitment Right Is Worth the Effort

Taking the time to write a clear, honest, and legally sound job description is one of the best investments you can make before you hire. It filters out unsuitable candidates, attracts people who genuinely fit the role and the culture, and sets up the employment relationship on the right footing from the start.

It also connects directly to everything that follows. The contract, the handbook, the policies, the way you manage performance. All of it works better when the foundations are right.

If you are not sure whether your recruitment process, your contracts, or your HR documentation is where it needs to be, let us have a conversation about it.

Book a free consultation at jmassociates.org/hr-consultancy-call or get in touch via our contact page. We work with small and medium business owners across Wiltshire and beyond, and we are straightforward about whether and how we can help.