Here’s how to write a job description that will attract the right candidates.
“Focus on the journey, not the destination. Joy is found not in finishing an activity but in doing it.”– Greg Anderson
People are hired to perform value-adding activities. While companies have different approaches to how they hire, their goals are usually the same. Every company wants to hire high-performing people, not people who just look good on paper.
Despite this simple and obvious assumption, too many companies ignore activities and focus on things that don’t indicate performance. This happens at every stage of the hiring process. For example:
Instead, use on-the-job activities as the guide for the entire hiring process. If you follow this principle, you will hire people who perform the value-adding activities you require.
Here’s how it works.
“If you don’t know where you are going, any road will get you there.” – Lewis Carroll
Defining the role is the foundation of hiring. If you do that incorrectly, the entire hiring process will be steered in the wrong direction. The clearer you are, the higher your chances of attracting the person you want.
The problem with so many job descriptions is that they are aren’t linked closely enough to the daily activities of the job. Let’s change that.
A good job description should have three sections:
“People don’t buy what you do, they buy why you do it.” – Simon Sinek
This approach is entirely applicable to job descriptions. Sell candidates on your company’s vision and story. Sell them on the role and the culture. This will achieve two things. First, it is likely to increase the quality of applicants. Second, candidates will be more likely to invest in the application process and make an effort if they buy into your “why”.
Conversely, candidates who don’t relate to your vision or culture will opt out. Mission accomplished.
Outline, point by point, what the successful candidate will do every day. Keep it simple and be very specific. No clichés, no jargon. Candidates need to understand how they will spend each day, what they need to achieve, who they’ll be working with and under what conditions.
This is a great way of managing expectations. By communicating to candidates what they’ll be doing in the role, you are forcing them to ask themselves whether they can do those activities well and how much they enjoy doing them. This presents another opportunity for less suitable candidates to opt out.
The previous two sections should make this part easy because you’ve set the scene. Candidates already know what your company stands for and what they’ll be doing in the role. Now you can add some more detail about the type of person you are looking for and how you expect them to approach the role.
Don’t worry about years of experience, grades in college or anything else that’s not activity-based. Bring it back to activities and use plain English.
Describe the kind of person you’re looking for by listing how you want them to approach the role. Put thing in context. Instead of “strong communicator”, write “clearly communicate customer feedback to the product team”. Instead of “flexible”, write “prepared to join calls with developers late at night when necessary”.
You should also use this section to articulate the attitude and behaviours you’d like to see. Candidates already know from the previous section what they’ll be doing on a daily basis. Now explain how.
Published by Vervoe on July 25, 2017
Written by Omer MoladShare on Social Media