It is useful when the company can explain the proposed duties and flag decisions still outstanding. The description need not conceal uncertainty; it should distinguish confirmed responsibilities from proposals.
Reassess changed responsibilities
If the operating plan changes during preparation, tell the reviewer before relying on the earlier analysis. A planned start date does not remove the need for the appropriate immigration steps. A workable test of readiness is whether two people at the company would describe the role the same way without consulting each other.
Ask the proposed manager, and the person they would report to, the same three questions separately, then compare the answers. Differences found at that stage are cheap to resolve and expensive to discover later. Fix a short review date on which the description is either confirmed or amended, and record what was confirmed.
Where a reorganisation is under discussion, either wait for its outcome or describe the current structure accurately and note the proposal as a proposal; presenting an intended structure as though it already existed is the change most likely to require a correction afterwards. Note the date on which each supporting document was issued, not only the date it was received. A structure confirmed on paper six months earlier may already have been superseded, and the issuing date is what shows whether the evidence still describes the company as it is.