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The Surprising Reason Companies Are Losing Employees

A job search is mentally, emotionally, and sometimes physically exhausting.  When you are a job seeker, the number of hours you must put in to find the proper position can come as a shock, especially if you haven’t been in the market for a job in a long time. It’s not uncommon for job hunting to turn into a second job! According to a CareerBuilder survey, the average job seeker spends 11 hours per week on their job search, which lasts two to six months.

Job Titles Need to Be Honest

Candidates spend time tailoring resumes and writing cover letters, copying the information from the resume to a company’s talent portal, attending phone interviews, in-person interviews, zoom interviews, site visits, and, if all goes well, negotiating!  Typically, interviews occur during working hours, and very few job seekers want to advertise their impending departure by taking this time off every week to attend interviews. When a candidate finally signs on the dotted line, it is the culmination of a tremendous amount of effort on their part.

So, what happens when your new IT Manager joins the company, goes through onboarding, is trained, and then gradually realizes that their dream job is not what it appears to be? Despite their title and job description, it slowly dawns on them that they are a Systems Administrator.

Titles ARE NOT Free

Many hiring managers dismiss this! “What’s the big deal?” We pay them the salary of an IT Manager, but they have a much easier job! Who could object to that?” Some hiring managers even do this on purpose, believing they have discovered a win-win situation. They can hire from a more experienced pool, have an employee with more expertise than needed in case they decide to expand the department, and they envision the job as “cushy” for their new hire.

Imagine their surprise when their administrator in manager’s clothing delivers their notice 18 months later. As it turns out, few employees desire “cushy,” and even fewer are content in a position where they feel a lack of challenge. They think that their expertise suffocates in what is essentially a junior position.

The inverse can be equally damaging! Hiring a Systems Administrator when the job description calls for an IT Manager puts the organization in an unstable situation. While they were an excellent Systems Administrator, the company risks losing that employee after a short period. Why? Because while the employee is an excellent Systems Administrator, what is needed is an IT Manager who could hit the ground running.

Finally, think about internal promotions. When the budget for a merit increase is lacking, some organizations placate employees with a shiny new title. Giving a Sales Representative the title of “Senior Sales Executive” may appear to be a low-cost way to keep an employee happy, but artificially inflating titles with no increase in duties or pay is bound to backfire. Current Senior Sales Executives will feel slighted, and the newly minted Senior Sales Executive will only be happy for a while if they start looking into market pay rates for someone with their title.

Simple and Clear Job Descriptions

The best bet for an organization is to have robust, detailed job descriptions that reflect reality rather than aspiration and a solid title that does not imply a different job. Time is valuable for looking for the ideal job or hiring and training a new employee. It may seem obvious, but it is critical to ensure that job titles match the job. Spend time wisely because, as the saying goes, “lost time is never found again.”

Pay Transparency 101

Happy New Year! Pay transparency laws are not new. However, this year marks an uptick in transparency laws across the states. Governments and related agencies enacted pay transparency laws to aid employees and job seekers while pushing corporations to accountability for their compensation practices.

Employees/Job Seekers will use the information to scope out the next job, compare their worth internally, and validate pay equity across similar jobs. As a result, employers have been rushing to get their pay ranges in place. That’s all fine and good, but do you know where companies should really be focusing their efforts? Shoring up their entire compensation infrastructure.

Why is that so important?

Now, managers will need to defend why they pay their employees higher or lower within a certain pay range. This position is uncharted territory for many leaders, who often struggle to have meaningful conversations with employees. Additionally, title inflation, promotions without significant job responsibility changes, and scope creep will all be front and center. Companies try so hard to retain talent, but this is what will have employees leave. At the end of the day, the internal compensation infrastructure transparency will be the tipping point.

So how did companies get here?

There are a variety of possible reasons. One reason is complacency. Human Resources has lost a seat at the table when it comes to oversight of the company employees. More often, business leaders make siloed decisions despite the impact across the organization. A solid compensation infrastructure, with governance, allows for fact-based decisions and the rigor for exceptions.

Another is a need for a compensation philosophy. A compensation philosophy provides the opportunity to “test” decisions against alignment with the company’s beliefs. Employees will be able to understand how your organization will structure pay decisions and decide if this aligns with what they believe. It allows for a “no surprises” environment and helps to manage expectations.

Another may be a job structure without discipline. The hierarchy of jobs in an organization is the basis for a solid job structure. It defines the internal alignment of jobs across the organization so an employee or leader can see progression and opportunity. The job structure provides the platform for a job table, and you won’t find the “title of the week” on a job table. You may have heard of the struggle between internal and external titles. Fundamentally, the use of two job titles is okay. Where it falls apart is when the employee doesn’t know they are really a level 4 professional individual contributor internally, not the Director externally facing title. The internal title determines where the job falls on the hierarchy and how the company will compensate employees holding the job. The employee needs to know where they align internally. While titles are cheap, they can ruin the retention of your workforce.

Pay Transparency Requirements

Meeting the mandated requirements is essential but remember the impact on other processes. Getting your internal house in order is necessary to demonstrate that you are an employer of choice.

An article written by Shari Nornes.

The Importance of Providing a Pay Scale Range for Job Openings

When it comes to recruiting new employees, the importance of providing a pay scale range for job openings cannot be overstated. Companies with fifteen or more employees must make sure to include pay scale ranges in all job openings they advertise, whether internally or externally. This is true even when utilizing a third party to post the job. Pay scale ranges are essential for companies to remain competitive and attract qualified candidates. Read on to learn more about the importance of providing a pay scale range for job openings.

Attract a wider pool of applicants

When a company posts a job opening, it’s important to include a salary range so potential applicants can determine whether the position is within their pay expectations. This helps ensure the company gets a wider pool of applicants who are qualified for the position. When employers don’t provide this information upfront, potential applicants may assume the salary is lower than their desired salary and won’t bother applying. 

In addition to attracting a larger talent pool, providing a pay scale range also increases the transparency of your hiring process. Candidates can use a salary range calculator to get an idea of what salary they should expect. This eliminates any uncertainty about salaries and builds trust with prospective employees. 

Additionally, using a salary range calculator makes it easier to stay competitive in the labor market. With detailed pay scale ranges available on job postings, employers can more easily compare their offers to those of other companies in the area. This allows them to adjust their pay scales accordingly to remain competitive in today’s market. 

With this knowledge in hand, candidates can make more informed decisions about the positions they choose to apply for and negotiate for better salaries when necessary. Finally, by utilizing a salary range calculator on job postings, employers will be able to hire better-qualified candidates faster since applicants will know exactly how much money they will be earning from the start.

Qualified candidates are more likely to apply

Providing a salary range for job openings is not only a requirement, but it can also help you attract more qualified candidates. By offering a salary range, potential applicants have a better understanding of the compensation they can expect to receive in exchange for their skills and experience.

The more transparent employers are about their salary range, the easier it is for applicants to determine if they are a good fit for the job. With a salary range calculator, employers can figure out the appropriate pay scale range based on the job description. This allows potential applicants to make an informed decision about whether or not the job is worth their time and effort.

Having a pay scale range in place also helps employers create an environment of fairness and transparency. Candidates feel more confident applying for positions when they know that their skills and experience are valued and respected. This makes it easier for employers to find the best candidates for their openings, as well as retain top talent.

Reduce unconscious bias

Unconscious bias is a phenomenon that often prevents employers from considering a wide pool of qualified candidates. This can be incredibly damaging to the company, as it can limit their potential for success. Fortunately, providing a salary range for each job opening helps reduce unconscious bias and ensures that the hiring process is fair.

When employers post a job opening with a salary range included, they are more likely to attract diverse candidates who are qualified for the position. This diversity of applicants means that employers can make decisions based on merit, not background. By providing a pay scale range, employers can create a more equal playing field that allows them to make the best decisions for their business. 

In addition to attracting a more diverse pool of applicants, providing a salary range also helps employers keep track of their wage data. Using a salary range calculator, employers can ensure that the wages they offer for each job are in line with the market rate. This helps employers avoid accusations of wage discrimination and maintain fairness in the workplace. 

Overall, employers should make sure to provide a salary range when advertising job openings. Not only does this attract a wider pool of qualified applicants, but it also reduces unconscious bias and helps employers stay compliant with the law. A pay scale range is an essential tool for any employer looking to ensure fairness in their hiring process.

Helps you stay compliant with the law

When you advertise a job opening, it’s essential to provide a pay scale range. According to the Fair Labor Standards Act (FLSA), companies with fifteen or more employees must give a salary range for each job they post, both internally and externally. This applies even when employers enlist the help of a third party to post the job. Providing a pay scale range is an important part of staying compliant with the law, as it helps protect both employers and employees from potential legal issues. 

MorganHR Podcast – Humans are Equipped to See the Future | Episode 3

Humans are Equipped to See the Future

by Laura Morgan

Listen to the podcast here >

Humans are pretty cool. Complex but cool. If I said: Envision yourself on a beach on a bright sunny day with a breeze and salty air. Most of us that have been on the beach on a sunny day, with a breeze in the salty air, can pin almost every one of our senses.

You can feel it. The sun on your skin. You could smell it with a tang of fishy salt water. You could taste the salt and you could see and hear the waves.

Now, I’m not a psychologist, but I find that to be so fascinating.
At the same time when I meet with our clients, they admit their chaos – no structure, poorly organized systems, and sporadic salaries and titles everywhere.

We work through an envisioning exercise like the one I just mentioned.
I end up saying:
Tell me what the structure will do for you.
How will your leaders use it?
What challenges will this erase for you?
And it’s so cool that these HR leaders and their peers do what I think only humans can do:
They see the future.

As they answer my questions, they know what is possible and can see the future in detail.
And then me and my team, with our happy pens, we write down what they said, and then we are chartered to build it.

It is incredible if you think about it – people, I think humans, are probably the only ones that can see and shape the future. To get there, and I truly believe this. We are all equipped to get there.

My dad, as I remember his words, used to say: Whatever the mind can conceive, it can happen. It just takes engineering. I’ll add to that a bit. I think it also takes history, skill and will. I think everybody can make things happen. We all can.

MorganHR Podcast – Where Are The Hungry Chickens | Episode 2

Where Are The Hungry Chickens?

by Laura Morgan

Listen to the podcast here >

My clients these days are asking me to help them shape a bonus plan, a sales comp plan, goals, and project tasks with compensation to try to find and inspire their employees to be hungry, to be eager, to want to deliver and achieve and earn great money, at the same time doing well for the business.

This reminds me of a conversation I had with our wealth planner. He happened to share with us a conference that he went to, or a meeting, et cetera, where the speaker asked the audience just some simple questions, which will help you understand what I cannot fix. And then I’ll end this with what I can. I cannot fix the realizations as a response to this question.

Did you work at age 16?

The question he asked the audience was, how many of you worked when you were 14? And surprisingly, I think in today’s culture, a good number of people in the audience raised their hands. After that, he asked how many of you worked at 16. Almost every hand went up. And then he said, okay, how many of you had your child work at age 14? Nobody’s hands went up. The next question is, how many of you had age 16, and only a few had their hands raised? And then he asked what I think is the clincher question: How many of you pay for one of the following: your adult child’s Netflix account, auto insurance, or cell phone? What might surprise you is the number of hands that went up. Almost every hand went up.

I use that to help emphasize what I cannot fix. We’ve created an enabling culture. People are getting things handed to them or on the backs of others, maybe without the sense of obligation that needs to be in those early days of young adulthood when you say you’re going to work hard and get good money.

Compensation can only do so much.

So then comes the flip side of what I can fix. What I work with clients is that I remind them pretty frankly by being transparent and direct with their expectations and creating a sense of obligation. You could start with the job description. The job description lists many activities that need to be performed and executed for the employee to receive a salary. The next thing is you do your performance reviews. You tell the employee what they’re doing well and not doing well, and you set your expectations. You also confirm or affirm that there is a continued sense of obligation, that the employees understand what needs to happen and will work, and are inspired to continue to work and strive to deliver the best they can. And then, ultimately, whatever plan design I put in play, it is the leader’s role, partnering with my team or any comp person to document the stretch. What is it that we need you to do to move this business forward so that for you to receive this additional amount of money, you will receive it when those other moments and successful activities have been completed?

We work hard to define those for companies. And I do feel that it takes education, communication strategies, some policies, and process to make sure people know it. But most importantly, it does require good leadership. That straightforward conversation of ensuring that the individual knows what they’re doing well and what they’re not doing well.And not just once a year but at least once a year. But I would expect these conversations surrounding Comp performance should be almost a regular conversation with your employees.

I’ll leave you with that…


MorganHR Podcast – Aligning Comp to Culture and Strategy | Episode 1

MorganHR Podcast – Aligning Comp to Culture and Strategy | Episode 1

Aligning Compensation to Culture and Strategy

by Laura Morgan

Listen to the podcast here >

I guess this is where I’d say that you need to identify key programs that you have and then actually deliberately determine how they link to your culture.

I start with base salary, you know when you review a base salary, and you know, you’re ensuring that they’re competitive every year. Do you communicate that?

  • Do you share the results and the ranges so that your employees know that you’re investing in understanding their base salaries?
  • Do you have tenure-based programs?
  • Do you value tenure?
  • If you search for longevity?
  • Do you want to have people feel committed to the business from a longer perspective?

Let’s start with a simple one, do you have an awards program that is either monetary or do you give them a cash award or non-monetary that people receive a public announcement? Or do you share the non-monetary recognition across your company in your newsletter?

I think there are also I hear conversations about entrepreneurial spirit companies. To see if that’s true, you might have people who, you know, are exposed to the company’s impact. And if you’re entrepreneurial, you might lose in the good years you gain, and in the more challenging years, you might gain. If you want an entrepreneurial spirit within your culture, you would have more opportunities for people to see and understand and have a financial impact on their take on how to be an entrepreneur.

Paternal Environments

On the other side, if you’re paternal. I usually use this as an example if you remember the old movie with Scrooge or the play. And the original apprentice boss of Scrooge Fezziwig. Fezziwig was very paternal. I would envision he preferred discretionary bonuses. If you make me happy from a paternal perspective, I will give my child or my employee a good increase or reward. If I’m not satisfied, I would then not reward.  I also look at guarded paternal environments to keep people focused on what makes the leader happy and strategically aligned but a little more in the dark for their employees.

So it’s not right or wrong. It’s just to know your culture. And then from there, do you align your rewards programs as such?

What to Expect in 2023: Analyzing the Average Merit Increase Trend

As the economy continues to shift and change, keeping an eye on the merit increase trends is important to stay competitive. In 2023, the average merit increase is expected to be slightly higher than in previous years. This is due to increased demand for certain skills, wages, and inflation. It is important to understand the average merit increase trend to be prepared for questions and challenges from your employees. This article will analyze the average merit increase trend and what to expect in 2023. It will also provide tips for staying competitive and maximizing your budgets.

Overview of Merit Increase Trend

The average merit increase trend is the general pattern of average increases given at a certain time. It is important to note that while merit increase trends exist, they are not set in stone. They can change from year to year and, lately, month to month, depending on several factors, such as the economy, supply and demand for certain skills, and inflation. While merit increase trends provide some general insight into what kind of raises employees will expect, it is also important to consider other factors, such as company performance and fiscal situation.

Factors Contributing to the Merit Increase Trend

As the economy changes, there is an increased demand for certain skills. To meet this need, employers often need to increase the wages of those who possess these skills. This wage increase often trickles down to other employees in the same field.  As the economy grows, the average wages tend to rise, and in some cases, companies might even be required to due to certain legislation and regulation. Inflation is a natural increase in the cost of goods, which affects the cost of living and the cost of doing business. This often leads to an increase in wages for employees to maintain their standard of living.  A number of other factors can contribute to the average merit increase trend, including the economy, availability of jobs, and political climate.

What to Expect in 2023

By 2023, the average merit increase trend is expected to be 4.1%. This is a significant increase from the average increase of 3.0% in 2022. While this is an average, the amount employers deliver depends on several factors. People at the entry-level of their careers often receive lower merit increases than senior-level employees. This is because senior employees have a proven track record of success and are less likely to quit than entry-level employees.  The demand for certain skills will also affect the merit increase budgets. If skill sets are in high demand, employers may be more likely to give higher increases. Yet, the company budget is also a significant factor, and other factors that will affect merit increase budgets include the economy, inflation, and legislation.

Maximizing Your Salary Budget

It is important to maximize your salary budget. This can be done by taking note of the talent and skills needed and the current demand for these skills. You can tailor your budget to remain competitive for these positions.  Using technology to manage your manager’s recommendations is necessary to understand the skills, performance, and competitive environment internally and externally.


The average merit increase trend has been slowly increasing since 2010. By 2023, the average increase is expected to be 4.1%. This is due to various factors, including increased demand for certain skills, wages, and inflation. It is important to understand the average merit increase trend to be prepared for salary change. There are several ways to stay competitive in the market for talent. These include staying up-to-date on industry trends, developing employee skills, encouraging your HR team to network, and maximizing your salary budget. By following these tips, you can be confident that you will remain competitive in 2023.


MorganHR’s Bi-Annual Benefits Study 2022

MorganHR Bi-Annual Benefits Study 2022

Anyone who has ever tried to keep up with the latest changes in the world of employee benefits knows that it can be a full-time job in itself. Keeping track of all the changes can be a daunting task. That’s where our bi-annual Benefits Study comes in. You might be surprised at how much potential there is for creating a benefits package that employees will love.

Designed to keep you up-to-date on all the latest developments in the world of employee benefits, the study covers a wide range of topics, including new benefit programs, changes to existing ones, and emerging trends.




Our latest study breaks down:

  • Many “common” employee benefits
  • Some rather unique and extraordinary programs
  • The adoption of rather special plans with a focus on
    Family: “baby bonding time” for all new parents and a more extended leave period;
    Wellness: gym and wellness memberships, access to the Headspace app, and a Mental Wellness program for all employees;
    Diversity, Equity, and Inclusion


The pandemic has brought about many changes, some of which may be here to stay. One such change is the rise of TeleHealth, or tele-medicine. As the world adapts to the new normal, among other findings this study highlights, TeleHealth seems likely to become an increasingly popular way to receive medical care.

Laura Morgan
Managing Partner | MorganHR

MorganHR takes a holistic view of benefits and how they are integral to success or failure in attracting, motivating, and retaining employees. We provide this analysis as an expert consulting firm that has helped many organizations with their comprehensive talent strategy by designing compensation management plans that align appropriately along organizational lines while also considering performance metrics from various levels within those companies’ hierarchies.

I think it would be invaluable for you to read this report. If you’re interested in learning more, I’d be happy to set up a call with you.
Book a free consultation with Laura Morgan!

Compensation Trends for 2023: How are you showing your employees that they are valued?

MHR - Creating the ideal employee experience (1)

At MorganHR, we believe that a little recognition can go a long way. As we close out 2022 and begin preparing for 2023, now is an excellent time to take a look at recent compensation trends in the United States. The labor market is one of the most complicated in recent history, with hiring on a steady upward trajectory but an increase in inflation concerns putting many plans off.

It’s no secret that the workforce is changing. Gone are the days when employees would stay with the same company for their entire careers. Nowadays, it’s not uncommon for people to change jobs every few years. And while there are many reasons for this, one of the most significant is the employer-employee dynamic. 

Leadership is offering more benefits, but also more flexibility

Thanks to the ever-growing list of employee rights and benefits, employees now have more power than ever before. As a result, employers must work harder to keep their employees happy. Otherwise, they run the risk of losing them to a competitor. This is reflected in the top reasons executives cited for their employees leaving voluntarily. Career change still ranked highest (41%), but poor work-life balance (36%) and disengagement or burnout (30%) were right behind. This shows that employees are no longer willing to put up with an unsatisfactory work situation. They would rather move on to something better. So, if you want to keep your employees happy and prevent them from leaving, you need to create a work environment that is conducive to their well-being.

CEO Benchmarking Report found that 37% of respondents offer new or more generous benefits, while 33% introduced flexible work options. Those responses were closely followed by more frequent days off and changes to roles or job requirements (both 29%) as the top strategies for turning back turnover. It’s more evidence that no one has the perfect answer, but most businesses are trying something to retain their workers. So, what are you doing to keep your employees happy? If you’re not sure, now might be a good time to ask them.

Three out of five organizations plan to increase their payroll budget next year

According to WorldatWork’s Salary Budget Survey, salary increase budgets reached their highest level in 20 years in the United States, rising to an average of 4.1% in 2022 with a 3.8% median. This is good news for employees as they head into negotiations for the coming year. Here’s a closer look at what the data tells us about compensation trends in the United States. 

Even with the global pandemic, organizations are planning to increase pay budgets in 2023. In fact, US organizations are projecting an average salary increase budget of 4.1% for 2023, up from 3.9% in 2020 and 3.7% in 2021. These increases come as organizations seek to attract and retain top talent in a highly competitive market. In addition, many organizations are using salary increases as a tool to reward employees for their hard work and dedication during difficult times. 

Not all employees will see the same level of increase, however. While the average budgeted salary increase is 4.1%, the median budgeted salary increase is 3.8%. This suggests that there will be some variability in pay increases from organization to organization. In addition, certain groups are more likely to see higher salary increases than others. For example, employees with highly specialized skills or experience are typically rewarded with larger increases than entry-level or early in their careers. Similarly, workers who have performed well above expectations are often rewarded with larger salary increases than those who have met or exceeded expectations but have not gone above and beyond.

Creating a Market-Competitive Employee Experience

A lot has been said about the importance of providing a great employee experience. But what does that really mean? And why is it so important? Quite simply, the employee experience is everything that an employee encounters during their time with a company, from the onboarding process to their day-to-day work tasks and responsibilities, to the way they are managed and developed, to their benefits and compensation. And sometimes, this might weigh even more than their wages.

In order to create a great employee experience, companies need to take a strategic and holistic approach that takes into account all of these different elements. This can be a challenge, especially as companies look to be more market-competitive in their practices and cost savings. However, it is possible to strike the right balance between these two imperatives by focusing on the needs of the current workforce and aligning them with the organization’s talent strategy. 

MHR - Creating the ideal employee experience

The first step in creating a great employee experience is to understand what your employees need and want. You can’t just assume that you know what’s best for them – you need to ask them directly what would make their working life better. This can be done through surveys, focus groups, or one-on-one interviews. Once you have a good understanding of what your employees are looking for, you can start to put together a plan to improve their experience.

It’s important to keep in mind that not all employees are the same. Different people will value different aspects of their job and have different needs. As such, it’s important to tailor your approach to each individual. Some may appreciate more flexible working arrangements, while others may prefer more development opportunities or better compensation. The key is to find the right mix of elements that will appeal to the majority of your workforce.

The Take-Away

It’s important to remember that the employee experience doesn’t happen in a vacuum – it happens within the context of the overall organizational culture. To truly create a great employee experience, companies need to focus on creating a positive and supportive culture where people feel valued and respected. This can be achieved through initiatives such as training managers on how to best support their team members, encouraging open communication channels between employees and management, and providing opportunities for employees to give feedback on their experiences. 

Creating a great employee experience is essential for any organization that wants to attract and retain top talent. However, it’s important to remember that this isn’t something that can be achieved overnight – it requires careful planning and execution. By taking into account the needs of your workforce and aligning them with your talent strategy, you can create an employee experience that will set your company apart from the competition.

Further Steps

We know that your compensation strategy is key to success. That’s why we offer deep experience in base salary benchmarking, incentive program development, and total rewards for you or any other members within the organization who need help with their workforce planning needs! Check out our latest insights on compensation strategy or contact us for other helpful resources.

Job Posting vs. Job Description vs. Position Description

one of these things are not like the other job position posting
Not One and the Same

Let us help all understand that job, position, and posting are not the same.  In turn, these descriptions are often considered one and the same.  But did you know that organizations use three important job documents to recruit and retain employees: a job posting, a job description, and a position description? It is often widespread practice to use the three terms interchangeably; however, these documents are distinct and have different applications in business. A job posting is a brief advertisement to entice potential candidates to apply for a position. A job description is a document that details an employee’s high-level duties, responsibilities, and minimum requirements to be successful in that job. A position description goes into greater detail about a position’s day-to-day tasks, duties, and expectations. 

Job postings generally include basic company information, high-level job duties, desired qualifications, and regulatory information. Furthermore, job postings may include benefits for joining the company to attract talent.  

The king of job documents, the job description, is a document that provides more detailed information, such as required (rather than desired) qualifications and skills for the role. A Job Description outlines an overall job like other jobs on the market. For example, an organization may employ a Content Producer. The Content Producers Job Description will outline the essential tasks required to complete the job and will be easily comparable to Content Producers in other organizations. 

And finally, the Position Description is development focused and a key tool to help managers and employees align specific position-based expectations.  It is a more specific job document since it is a detailed description of the major responsibilities of a role and how you will assess the employee’s performance in their role against those responsibilities.  

Key Elements
  Job Posting  Job Description  Position Description 
Purpose  Informs candidates of a job opening and advertises the job as appealing. To give candidates a taste of what it is like to work for the company and persuade them to join the team. A promotional tool  Describes the core essential duties and responsibilities assigned to a position and the minimum qualifications required to carry out those duties successfully. Not an advertisement  Describes the detailed duties of a position that may differ between organizations or departments within an organization. Employers use it to establish expectations and as a guide for performance evaluations. 
Tone  Generally written informally to be engaging to candidates  Informative, high-level duties of a position  Informative, more detailed, written as a guide for employees and their leaders 
Audience  Internal and External  Internal  Internal 
Length  Brief and to the point to keep the candidate’s attention  Shorter than a Position Description, longer than a Job Posting  Longer, meant to detail how an employee can succeed in the position 
Example of Questions Answered What is it like to work at the company? What kind of things will I do in this role? Are my skills a good fit for this role?  What are the main duties I will spend time on in the role? What qualifications must I have to succeed in this role? What are the minimum qualifications I need for this role? What is the scope of my role?  What specific tasks will I be doing in this role? What does success look like in this role? What are the working conditions required for task completion? Who will I interact with and report to?