One note per responsibility, and each answers three things: what does done look like, how often, and what actually happens if this slips for a month.
The third question is the whole point of the slot, and the ramp data is why. APQC puts the median organisation at roughly 35 days to bring someone to basic productivity — but a survey of 80 engineering organisations found average time to full ramp-up at three to nine months. Basic productivity arrives in about five weeks. Full effectiveness takes up to nine months. Whatever occupies that gap is not process, because process is what the first five weeks teach.
A large part of it is priority. Every role carries a dozen responsibilities of which perhaps four matter, and the list does not distinguish them — they are written in the same confident voice, and a new holder treats them as equally weighted for months. The consequence question sorts them in one pass. Some slip for a month and nothing happens, which is worth knowing and is almost never said out loud. Others slip for a week and a payment fails or a compliance window closes.
Include the responsibilities that appear in no job description: the weekly summary someone senior actually reads, the meeting that works only because you prepare the person running it, the approval routed through you for historical reasons. These are usually the load-bearing ones, and they are invisible to every other handover artifact.