Talent Acquisition Practices

Job Descriptions Need To Change

By February 11, 2020September 25th, 2020No Comments

As they say do something for long and it becomes a habit and at extreme habits become rituals. Habits and rituals become part of DNA and they are carried out because that’s the way they were always done.

A typical Job Description is initiated when a position falls vacant and reporting manager is expected to write initial draft. Subsequently a meeting is called with HR and Talent Acquisition Team and discussion enhances the Job Description. (However, in many large organizations an older Job Description is simply reused).

Reading some of the job descriptions from some of best companies in the world, makes it apparent that

  • First the required skills were written, then
  • What is expected in the job is described, then
  • What will be team and eco-system requirements be, then
  • What will the success criteria be, then
  • Soft skills requirements were added, then
  • What the minimum eligibility criteria is, then
  • What will be cultural and value system requirements be, then
  • How old, great and valued the company is, and so on
  • While many will not mention compensation on offer

The resulting document is an important but a weighty document, which unfortunately a typical jobseeker can not understand specifically if she has to read such job description documents before making her application at 40+ organizations!

A birds-eye-view level it appears to be Organization centric view of hiring and not Candidate centric view. Would you agree, Job Descriptions need to change?

Candidate experience is key to recruitment but studies show that talent acquisition performance is fully driven by hiring managers and strong relationships with the hiring managers are 4 times more influential in getting the right talent than all 15 performance drivers measured.

How does an organization make sure that Talent Acquisition team performance improves? Here are a few important ways:

1. Make hiring managers integral part of the search process

Since hiring managers are involved in every part of the process, their difficult but measurable inputs will provide ideas on fixing the gaps or superfluity in the Job descriptions.

2. Boost performance with technology

equipping Talent Acquisition team with technology goes a long way in getting the best talent. Gone are the days when TA teams heard the vague and sundry ideas and just made the Job Description and posted them on different websites and made their way through a maze of applications and candidates. Technology can provide them with a single view of the job posting across TA team, HR and Hiring Manager and make it easier to manage the process with data analytics on candidates.

3. Empower them to take fluid decisions

The Talent Acquisition team often have to juggle many expectations and tight deadlines without having a single transparent 360-degree view of the process. Empowering and enabling them to scientifically define measurement criteria and taking decisions about the interview dates, the compensation and onboarding processes will ease search teams’ work, giving them more time to focus on engaging the right candidates.