The key to finding the right people for any organization does not begin with the interview process. It begins much sooner, with how you create the initial job description.
I cannot overstate the importance of taking the time to use clarity and purpose when creating a job description and then using that as a blueprint and guide throughout the entire hiring process.
Why
A job description is the framework for getting tasks completed that are important to any organization and it is the basis for creating the job advertisement. It sets the terms for what training is necessary for a new person. It provides performance measures for evaluation of both the new hire and also the organization. It helps to define and develop how the new hire fits into the organization, who they report to, and what is expected of them. Perhaps most importantly it helps to alleviate anxiety by providing a sense of clarity and purpose to a new associate.
Common to all good job descriptions
They clearly lay out what the organization requires to be completed. A good job description will evolve as the operating environment evolves and changes. They are the foundations for recruiting: job posting, interviewing, selection, and training. They are living documents, not static.
They evolve as the person hired and the organization grows and as the operating environment changes as well. They are the basis for regular performance conversations as a two-way interactive discussion on how the associate and the organization can improve. They are realistic, relevant, and achievable.
Is the job title important?
A title is less important than what the duties and responsibilities are for the position. Choose titles carefully, something that ties to the function and conveys the duty and responsibility; however, your primary focus should also be on what the new hire is to accomplish.
Setting lines of authority
This is a key point. Ideally, there should be one direct person that your new associate reports to, regardless of the size of the company. In senior positions or some organizations, there may be a need to have multiple reporting relationships. Be aware that if someone reports to multiple people, a committee, or a board, they can be pulled in multiple directions. This environment can easily lead to frustration and loss of productivity.
If multiple reporting relationships are necessary, make sure there is clarity about priorities, responsibilities, and who has the authority to make decisions.
Be specific and ensure that the proper training is prepared and useful. It is also important to ensure that they have the latitude to do their job.
For example, here is a segment of the tasks and responsibilities for a common role.
ROLES AND TASKS OF THE ASSISTANT STORE MANAGER
- Answering day-to-day questions for sales associates, service associates, office associates, and warehouse associates that arise as a daily part of them doing their jobs.
- To support the other Managers in fulfilling their mandates of speaking with one voice as it relates to our core values of Customer Service, Productivity, Profitability, Cost Management, and Human Relations.
- It is also vitally important that the ASM communicate with the other Managers before, during, and after their shifts.
- To attend and participate in our daily Sales Meetings, our weekly Update Meeting for key associates, and our Marketing, Service, and Warehouse meetings.
- To assist in training and in the preparation of regular associate performance conversations.
Being clear about responsibilities, training, and decision-making authority gives the new associate a better opportunity to understand what success looks like and the confidence to actually do the job.
What Skills and Attitudes Does the Job Actually Require?
Continuing to use the above example, these are some of the key skills and attitudes that an employer may require for this position:
- Retail is an environment of extremes. We require someone who can remain calm and poised during moments of chaotic activity while also keeping everyone productive during quieter times. The ability to keep people focused and on task in both situations is key.
- A problem solver who can make decisions using a “ready, aim, shoot” philosophy by asking: “What are the facts? What are the alternatives?” Then make the best decision possible with the information and time available, whether that is 30 seconds or three days.
- A “How can we make this work?” thinker rather than someone who is automatically unbending or inflexible.
- A willingness to learn and constantly improve their knowledge of the organization. This includes understanding pricing for our product lines, knowing where to look or who to call for product availability, learning our computer system and the online resources of our major suppliers, and understanding our systems and processes for delivery, customer service, merchandising, onboarding and training, and health and safety.
- An understanding that leadership doesn’t always mean supervision. Many times, leadership is demonstrated through your work ethic and the example you set in carrying out the duties of the position, particularly when no one is watching.
- Experience and a commitment to supervising and managing people with dignity and respect, while supporting the goals and vision of the organization.
Avoiding the standard subjective tropes
We tend to use the same words and phrases in job advertisements because everyone else uses them. The problem is that some of these phrases don’t actually tell the applicant very much and can unintentionally discourage good people from applying, particularly people living with disabilities or other barriers to employment.
For example: “Must be able to work in a fast-paced environment.” What exactly does fast-paced mean? It is extremely subjective and can vary greatly from one organization to another. Does it mean serving several customers at the same time? Does it mean priorities change during the day? Does it mean completing a certain number of orders in an hour? If that is what you mean, say that.
“We are looking for a rock star.” What is a rock star? Are you looking for someone who is outgoing? Confident? Experienced? Competitive? A top salesperson? Someone spoiled and self-centred, difficult to get along with, and/or someone who will destroy their instruments at the end of the workday? Again, say what you actually mean.
The same applies to phrases like: “Must be a self-starter.” “Must be a people person.” “Must have excellent communication skills.” “Must be able to multitask.” “Must thrive under pressure.” “Must be flexible.” “Must have a dynamic personality.” “Must hit the ground running.”
These phrases can mean very different things to different people. For example, do you really need someone who can “multitask,” or do you need someone who can prioritize several tasks and move from one to another as needed?
Do you need a “people person,” or do you need someone who treats customers and fellow associates with dignity and respect?
Does someone really need “excellent communication skills,” or do they need to listen to customers, accurately record information, and communicate effectively with their coworkers?
What will the person actually do?
Before including any requirement, it is also worthwhile asking: Is this actually necessary to do the job? Does the position really require a driver’s licence? A specific degree? Five years of experience? The ability to lift 50 pounds? Or have these requirements simply been carried forward from the last job advertisement?
And perhaps one of the most important questions: Could we teach this? The purpose of the job advertisement should be to find people who could be successful in the position, not to unintentionally eliminate good people before you ever have the opportunity to meet them.
Creating Safe Environments
If your organization is genuinely open to hiring people living with disabilities and other barriers, let people know. Don’t make them guess. Disclosure is a personal choice, and no applicant should feel that they have to disclose a disability or barrier to be considered for a position. At the same time, someone who does choose to disclose should know that your organization is a safe place to have that conversation.
The same applies to accommodations. Rather than simply saying: “Accommodations are available upon request.” Why not actually welcome the conversation?
For example: “We want every applicant to have a fair opportunity to show us what they can bring to our organization. If you live with a disability or another barrier and there is something we can do to make our application or interview process more accessible for you, please let us know. We welcome accommodation requests and will work with you to find a solution.”
Then, most importantly, mean it. If someone asks for accommodation, listen to them. You don’t necessarily need to know everything about their disability or barrier. A much more useful question may simply be: “What can we do to help you be successful?”
Creating a safe environment for disclosure and accommodation should not end when the person is hired. It should be part of onboarding, training, performance conversations, and your organization’s culture.
Contact every applicant
As a job seeker and a career advisor, I would also add something very simple to the job advertisement that I did not do as an employer but should have. I would add to any job advertisement, “All applicants will be contacted regarding the outcome of their application, whether or not they are selected for an interview.”
Applying for a job takes time and effort. For some people, particularly someone who may lack confidence, live with anxiety, have had a long period of unemployment, or face other barriers, submitting that application may have taken considerably more courage than we realize. They deserve an answer.
It does not have to be complicated. A short email saying that another applicant has been selected is better than leaving someone wondering for weeks whether they are still being considered. We talk a great deal about treating associates with dignity and respect.
Why shouldn’t that begin when someone first applies to work with us?
Performance and compensation
What is the salary or hourly wage? How many hours per day, days per week, and are weekends and evenings part of what is expected?
Define the organization’s policy on overtime. Define what the organization’s annual cost-of-living increase is and what it is based on, if applicable. If you don’t have one, it something you should consider. What is the bonus structure? Are the terms clear and achievable, and who measures them?
Clarity around compensation and expectations should begin before someone accepts the position, not afterwards.
Onboarding and training
I cannot overstate how important this is and how many organizations I have seen that have ignored this and lost good people.
Your training plan does not have to be part of the job description; however, the training and orientation plan should be prepared prior to posting the position.
Having a clearly laid-out plan will help during the hiring and interview process. The training plan should allow for customization, and it should be a living document that changes and evolves as the position and the organization change and evolve. It is also worth remembering that people learn differently.
If a new associate is struggling, don’t immediately assume that you hired the wrong person. Ask whether the training method is working for that individual. Sometimes the answer isn’t a different associate. Sometimes it is a different way of training.
Probation
What is your organization’s policy? When should the associate expect to receive their reviews? Many businesses use a 90-day probation period with performance conversations after 30, 60, and 90 days.
It is worthwhile to speak to the new hire as their first day is ending and during each of the first few days. Look for any signs of frustration and confusion as a warning sign that they are having issues and/or that the training plan may not be effective. Ask questions.
Find out what is working and what isn’t.
Remember that onboarding and training are a two-way process. If the associate is struggling, there may be something that the organization can do differently as well.
Include the job description with the job advertisement
This is a key point. Anyone who is considering applying for your position should understand the role and what is expected.
Applicants may interpret what is expected differently, and this step will help ensure clarity and purpose.
Having clarity and purpose in a good job description will not solve every problem in the hiring process but having a clear and concise job description will make it easier for applicants to understand what your organization is looking for. At the same time, it will allow those associates entrusted with hiring to have a clearer understanding of who may be the right applicant.
Perhaps we need to remember something else: The goal shouldn’t be to describe the perfect person. The goal should be to clearly describe the work, what success looks like, what really needs to be known on day one, and what we are prepared to teach.
Then give people the opportunity to show you what they can bring.
Paul.