A thorough job description is essential to hiring, training, and retaining top talent in the Architecture, Engineering, and Construction (AEC) industries. A clear and precise job description not only draws in qualified candidates but also sets up expectations, aligning organizational needs with employee skills and objectives.

This guide outlines the critical components of a job description in the AEC field, focusing on areas like salary and benefits, required qualifications and skills, utilization metrics, OSHA compliance, and the importance of defining transparent reporting relationships. It will also cover common pitfalls and best practices to ensure your job descriptions are both effective and future-proof.

Key Components of an Effective Job Description

• Job Title and Summary: Begin with a job title that accurately reflects the role’s scope and level within the organization. Follow with a concise summary that outlines the primary purpose of the position and its place within the broader team.

a.     For a technical role: “Responsible for managing project timelines, coordinating between departments, and ensuring adherence to design specifications.”

b.     For an operations role: “Oversees office administration, develops and enforces operational policies, and supports cross-departmental communication to streamline project workflows.”

 Including clear, specific summaries tailored to both technical and operations roles ensures the job description speaks to a wide range of candidates and organizational needs.

• Company Overview: When crafting a job description, it’s important to briefly highlight your company’s mission, values, and unique culture. For example, you might share information about your commitment to sustainable design, innovative engineering solutions, or community-focused initiatives within the A/E/C fields. Highlighting perks like access to professional development programs, mentorship opportunities, or involvement in impactful projects can also attract top talent by showcasing your organization as a desirable place to work.

• Required Qualifications: Clearly specify the education, experience, and certifications essential for the role. In the A/E/C industry, these might include degrees in architecture, engineering, or business administration, as well as certifications like Project Management Professional (PMP), Certified Design Firm Administrator (CDFA), or Certified Professional Services Marketer (CPSM).  Additionally, proficiency in industry-specific software is often critical. Examples include accounting platforms like Deltek Vantagepoint, Ajera, QuickBooks, or similar, as well as marketing tools such as Adobe InDesign. Highlighting these qualifications ensures candidates understand the technical and professional skills required to succeed in the role while helping organizations attract well-qualified applicants.
• Primary Responsibilities and Tasks: Clearly list key responsibilities using active verbs and specific tasks. For example, for a Project Management Administrator (PMA) role, instead of a broad statement like “assists with project management,” specify: “Coordinates project schedules, conducts team meetings, and ensures document compliance.” This level of specificity not only paints a clearer picture for candidates but also establishes priorities and provides a realistic sense of daily expectations. Tailoring responsibilities to the specific role helps clarify the scope and ensures alignment with both organizational and candidate expectations.
• Soft Skills and Competencies: Define interpersonal and cultural skills vital for success, such as adaptability, teamwork, and effective communication. These competencies reinforce the personal attributes that align with your company’s culture.
• Utilization Metrics and Key Performance Indicators (KPIs): Metrics and KPIs are crucial in the AEC industries, measuring performance, efficiency, and contributions to project timelines. For example, utilization rates might reflect billable hours for technical staff or completion rates for project tasks. Including these metrics in job descriptions sets clear performance expectations and helps align employees with the organization’s strategic goals. Knowing what is measured provides direction, encourages accountability, and motivates employees to reach specific, measurable objectives.
• Reporting Structure and Hierarchical Clarity: Defining the role’s place within the organization’s hierarchy is essential. Include details about whom the position reports to and any indirect reporting relationships. For instance, an engineering role might report directly to a project manager and work closely with design leads. A clear reporting structure promotes effective communication, facilitates smoother onboarding, and helps both new hires and current staff understand supervisory lines and collaborative expectations.

Engineering Role Example: An engineering role might report directly to a project manager and work closely with design leads.

Operations Personnel Example: An office administrator might report to the director of operations while collaborating with HR and accounting teams to streamline internal workflows.

• OSHA and Safety Requirements: Safety compliance is non-negotiable in AEC industries, even for roles that may not be directly involved in fieldwork. Explicitly state any relevant Occupational Safety and Health Administration (OSHA) requirements, which could include understanding general safety protocols, compliance with incident reporting, or familiarity with job site safety procedures. Outlining these expectations demonstrates the company’s commitment to safety and helps prepare candidates for the compliance standards embedded in your organization’s culture.
• Compensation and Benefits: While salary details are often flexible, mentioning an estimated range (if appropriate) can help set expectations for candidates. Highlighting key benefits such as Paid Time Off (PTO), health benefits, retirement options, and access to professional development opportunities is particularly important.  For roles requiring licensure or certifications, consider emphasizing support for maintaining these credentials through training programs or reimbursement for continuing education. These additional benefits not only attract candidates who align with the role’s compensation but also demonstrate a commitment to their long-term growth and success within the organization.
• Equal Employment Opportunity Statement: When crafting outward-facing job descriptions, include a statement affirming your organization’s commitment to diversity and equal opportunity. This reassures candidates that your company values inclusivity and promotes a respectful work environment.  While this is vital for external job postings, it’s important to note that an Equal Employment Opportunity (EEO) statement should also be included in the employee manual for internal reference. This ensures that both prospective and current employees understand the organization's dedication to creating a fair and equitable workplace.

Best Practices for Writing Job Descriptions

• Keep It Concise, Include Only What’s Essential: Avoid overloading job descriptions with non-essential tasks. Instead, focus on the core responsibilities and key skills required for success. This keeps the job description focused, which in turn helps attract candidates who are best aligned with the role. For instance, prioritize the most impactful tasks instead of listing every potential administrative duty.
• Specify Desired Soft Skills and Company Values: Soft skills can be equally important as technical skills in the A/E/C fields. Highlighting qualities like communication, adaptability, and problem-solving can attract candidates who will be effective collaborators and adaptable in a dynamic industry. Emphasize values such as innovation, teamwork, or resilience if these align with your organizational culture.
• List Education, Experience, and Relevant Certifications: Be clear about the required qualifications, including education, certifications, and specific technical skills, to avoid ambiguity. In the A/E/C industry, relevant experience or software proficiencies can be critical. For example, technical roles may require familiarity with tools like AutoCAD or Revit, while business operations (BizOps) roles could benefit from expertise in software like Deltek Vision or Adobe InDesign.  Additionally, certifications such as Certified Design Firm Administrator (CDFO) or Project Management Professional (PMP) can help attract highly qualified candidates and streamline the screening process. Clearly stating these qualifications ensures alignment between the role’s requirements and candidates’ capabilities.

Common Pitfalls to Avoid

• Avoid Vague or General Statements: General statements such as “assist as needed” or “support other teams” can leave candidates unclear about primary expectations. Where possible, specify what extra duties entail or limit “miscellaneous” tasks to those directly related to the role. This will prevent misunderstandings and keep applicants focused on the core job responsibilities.
• Don’t Overload with Excessive Detail: Listing every conceivable duty may deter qualified candidates when crafting outward-facing job descriptions. Instead, focus on core responsibilities and skills while allowing room for flexibility as the role evolves.  For external job postings, consider including a statement about growth opportunities or cross-functional experiences, which can make the position more appealing to candidates motivated by career development. However, for internal job descriptions, the focus should remain on clearly defining the core duties and expectations without referencing candidates. This distinction ensures each version is tailored to its intended audience and purpose.
• Limit Industry-Specific Jargon: Avoid using overly technical or industry-specific language that could confuse potential candidates. Clear and straightforward language helps ensure candidates understand the role without ambiguity and attracts a diverse pool of applicants who might come from various backgrounds within the AEC sectors. 

Updating and Maintaining Accuracy in Job Descriptions

Finally, it’s wise to review and update job descriptions regularly, particularly when new technologies, processes, or team structures emerge. This ensures that job descriptions remain relevant and continue to reflect the current needs of your organization. By keeping the content up-to-date, you maintain a proactive approach to recruiting, training, and retaining top talent within the AEC industries.

Conclusion

A thoughtfully written job description is an essential component in both attracting and supporting employees in the Architecture, Engineering, and Construction sectors. For outward-facing job descriptions, clearly defining responsibilities, specifying metrics, clarifying reporting structures, and including OSHA requirements fosters a transparent, performance-oriented environment that appeals to candidates and supports long-term success for your organization.

Internally, job descriptions serve as critical tools for ensuring Equal Employment Opportunity (EEO) compliance, addressing hiring and firing issues, and promoting pay equity. They provide a foundation for consistent decision-making and support an equitable and structured workplace. This dual importance underscores the need for carefully crafted job descriptions tailored to their intended audience.

Want to learn more? Here are some resources (click on title for link)

• SDA National - Forms & Templates for Human Resources
• PSMJ - A/E Job Descriptions
• AIA - Definition of architectural positions
• LinkedIn - Tips on Writing a Job Description
• ArchiPro - Architecture and Design Job Descriptions: Architecture and Design Job Descriptions: Best Practices for Writing Attention-Grabbing Job Listings

SDA does not endorse any products or services mentioned, and SDA does not assume responsibility for any circumstances arising out of the interpretation, application, use, or misuse of any information presented. SDA

SDA began the SDA Fellows initiative in 2018 to recognize the value of individual contributions to SDA, peer organizations, and the A/E/C community in the area of excellence in design firm management. The program also seeks to encourage individuals to further their studies, share their knowledge, and elevate practice management standards in the A/E/C industry overall.  

Becoming an SDA Fellow is a rigorous process, involving comprehensive essays and securing three recommendation letters highlighting the applicant’s leadership, mentorship, and impact on the A/E/C industry. Once selected, an SDA Fellow, denoted as FSDA, commits to inspiring the next generation through tailored opportunities, promoting SDA's mission, advancing practice management, and mentoring young members.

The application window for candidates wanting to apply to be named a Fellow opens on October 1 and remains open until October 31.  The application, guidelines, and additional information are available on the SDA website at https://www.sdanational.org/page/Fellows. 

Today, there are eleven SDA Fellows: Judy Beebe, Debra Ellis, Deborah Gill, Liz Harris, Sabrina Heard, Stephanie Kirschner, Amy Nanni, Betsy Nickless, Gretchen Renz, Karen Roman, and Sarah Wallace. Though not an SDA committee, the Fellows elect a Chair each year and meet monthly to discuss how to focus their collective action for the betterment of the organization and its members. 

Path2Success: Your Personal Journey to Growth

In 2021, the Fellows unveiled a groundbreaking leadership initiative, “Path2Success.” This program, inspired by contemporary business literature, aims to nurture career growth, enhance personal development, and mold future SDA and business leaders. Our Fall Path2Success program is currently underway and was designed to not only help you prepare for the CDFO exam, but also develop leadership skills and move your career forward. 

Your Invitation to Shape Your Future

Whether you're considering the Fellowship application, exploring the Path2Success program, or are interested in the new Certificate in Design Firm Operation credential, take this opportunity to delve into something truly transformative. Download the Fellows application to assess your progress and identify areas for growth. The effort you invest in fulfilling the Fellowship requirements not only elevates your career but also provides clear, tangible goals to strive for. Seize this chance to shape a future filled with excellence, both professionally and personally. Let's embark on this journey together!  We recommend that you begin to review the process at the beginning of the year and not wait until when the application process opens in the Fall.

Leadership is about growth—mainly your own inner growth—and is a continuous process.  There are few born leaders.  Leadership is an acquired skill.

We look forward to have you join us as a Fellow in SDA in the future!

SDA Fellow Sarah Wallace, Controller for Choate and Hertlein Architects in Atlanta, GA, presented an amazing webinar last Fall all about Performance Evaluations. The session was chock full of best practices and pro-tips for documenting your performance, setting goals, acing the review meeting, and receiving feedback. As we head into the performance review season, we wanted to share a recap of her presentation.

Sarah’s presentation was widely organized into three sections: preparing for your review, at your review, and following your review.

Preparing:

• One thing you can do pre-review is get an understanding of the review process and the forms that will be used. Clarify expectations. Don’t be afraid to ask, “What would it take to get all 10s” (or fives, or Exceeds Expectations.)

• Another way to prepare for your review is by documenting your achievements regularly throughout the year. Note when you’ve earned continuing education hours, attended an event, improved a process, and taken on additional responsibilities. Having these notes available when you complete your self-evaluation improves the chances that you won’t forget your accomplishments if they happened early in the review period.

• Take the time to complete your self-evaluation. If your firm doesn’t ask for a self-evaluation, prepare one anyway.  What have you achieved? What are you proud of? What are you working to improve?

At the Review:

• Lose your pre-review jitters by doing some deep breathing, taking a walk, reviewing your list of accomplishments, or whatever you need to do to get in the right head space to talk about your accomplishments and receive feedback.

• Bring your documentation. That sheaf of papers (or digital file) will give you a little grounding as you enter the meeting and make you feel more prepared.

• Know what you want to discuss and be ready to bring it up if the reviewers don’t. Have your SMART Goals and action plans detailed.

• You might get some feedback you aren’t prepared for.  That’s okay.  Feedback is information and it is perfectly fine to ask for time to think about what they’ve told you and request a follow-up meeting.  Above all, don’t get defensive or argue. 

Post-Review:

• Take some time after the review to decide how you’re going to act on the feedback you received. Don’t just take the information and file it away. Lean on trusted colleagues and your SDA network to process what you heard, develop an improvement program, and provide accountability and support.

• Set target dates and interim steps for your SMART Goals. For instance, If getting your CDFA is a goal, set the dates for applying, downloading the study guide, and attending study sessions so that you stay on track.

• If you get a “Just keep doing what you’re doing; everything is great” non-review, challenge yourself to keep growing and learning through leadership positions in SDA and other organizations. Keep tracking your achievements and be willing to request a meeting with your supervisor to discuss them.

Top Ten Performance Review Best Practices

1. Ask to see the review form and learn about the performance evaluation process during your onboarding if you’ve changed jobs or firms. Clarify expectations.

2. Take time to complete your self-evaluation and submit it prior to the meeting. Bring a copy with you to the review. 

3. Don’t feel limited by the form. Add any information about your skills and accomplishments that you want to highlight.

4. Document your achievements regularly throughout the year so you don’t forget any of them.

5. Divide your SMART Goals into two separate buckets – short-term Performance Goals and long-term Career Goals.

6. Manage your review meeting anxiety by taking a quick break, walking it out (or shaking it out) in the hallway or outdoors, doing some deep breathing, reviewing your list of accomplishments, or listening to your favorite song.

7. Remember that feedback is a good thing. Feedback is information and it means that someone is listening and paying attention to what you’re doing and how you’re doing it.

8. Have a strategy to bring up topics that you want to discuss if they aren’t mentioned.

9. Don’t hesitate to bring up weaknesses that you are aware of and ask for feedback and suggestions to improve. This demonstrates both openness and self-awareness.

10. Don’t be defensive and don’t argue if you get feedback you disagree with.  It is okay to say, “That caught me off guard. Can we meet again in a few days after I’ve had a chance to digest it?”

Performance Evaluation Pro-Tips

• Track your achievements all through the year. It can be as simple as a one-page Excel or Word document that you keep on your desktop so it is easy to find and use.  Make note of what you accomplished, attended, or were awarded and the date it happened.

• Don’t be limited by the form! Most evaluation forms are designed for technical roles. Add a second page that highlights your accomplishments and skills.

• When you set your SMART Goals, build in accountability:  add interim steps with dates; be transparent about your goal, ask for help.

• If your firm doesn’t have a structured review process it is a great opportunity to leverage your SDA resources.  The HR Forum has several forms to download and your colleagues on MyFeed are always glad to share their expertise.

Fellows in Focus Session 'Sound Bites'

• "Speaking up about what you contribute, and detailing why you're qualified does not make you self-centered or self-serving - it sends a signal that you're ready to rise.”

• “Anytime anybody's telling you something that you need to work on, it means they believe in you, and they want you to grow. So, start changing your narrative about [feedback]. Go into your review thinking that any feedback you get is going to be a good thing.”

• “Don’t just use your review to reflect, come prepared to talk about next steps. You can’t go forward if you spend the whole time looking in the rearview mirror.”

• “If you’re not uncomfortable then you’re not learning something new and you’re missing the potential to grow.”

• “If we’re expecting our Principals to take the time to evaluate our performance over the previous year, the least we can do as staff members is take the same time and come to that review prepared.”

• “Even if you know there are some things you need to work on, don’t let that take away from your sense of accomplishment for all the things you have been learning.”

• “Feedback is good. Growth is amazing. Set your SMART goals. And keep thinking about where you want to go from here. Because it should be up!”

Sarah left us with this closing thought: “Feedback is good. Growth is amazing. Set your SMART goals. And keep thinking about where you want to go from here. Because it should be up!”

Want to listen to the entire program? Click Here to get the program from the SDA Store (be sure to sign-in for member pricing--FREE to SDA Members)