A job description often starts as three different things at once: a business need, a hiring wish list, and the page candidates will use to decide whether the role is worth considering.

Those pieces need to agree, but they should not be the same document. Strawberry can help define the internal role first, then turn the approved facts into an honest candidate-facing job description.

The result is clearer for the team and more useful for candidates, and it is still a draft until the right people approve it.

Start with why the role exists

Your companion can bring together hiring notes, workforce plans, existing JDs, scorecards, and approved leveling or compensation guidance. The first question is not how to word the advert. It is what this person should make possible.

  • What should be different six or twelve months after the person joins?
  • What scope, ownership, and level does that require?
  • Which capabilities are essential, and which are only one possible route to success?
  • What location, working pattern, compensation, or timing constraints matter?
Want to try it?

Ask your Strawberry companion: “Create an internal role profile and an external candidate-facing job description for this role.”

Skill

Create a job description

Turn the real hiring need into an internal role profile, external JD, or both.

Write for the team and the candidate separately

The internal role profile can hold the business rationale, outcomes, level, must-haves, useful adjacencies, dealbreakers, evidence plan, and unresolved decisions. It gives the hiring team something precise to align around.

The external JD should tell candidates what they will work on, why it matters, what success looks like, and what the process involves. Sensitive planning notes and internal shorthand do not belong there.

Make every requirement earn its place

Old job descriptions accumulate requirements. A credential copied from the last hire can become a must-have. A vague trait can stand in for evidence. Two reasonable constraints can combine into a market that barely exists.

Strawberry can flag that inflation and show the decisions still needed, but the team owns the level, compensation, job-related bar, and legal or policy review. Polished wording should never hide an unresolved role decision.

Test the role before publishing it

If the title, target background, geography, or compensation still feels uncertain, a talent-market map can test the search space before a large sourcing run begins. The findings may strengthen the JD or reveal a tradeoff the team needs to make.

Skill

Map the talent market for a role

Test whether the role definition creates a plausible talent market.

Creating or revising the document does not publish it. The exact careers page or job-board post remains a separate approval.

How to map a talent market with AITest the title, target backgrounds, geography, compensation, and supply.
Official Strawberry skill
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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.