Traditional Job Descriptions Don’t Attract Top Talent: Define Success for Qualified Candidates

By Brad Remillard

A recent research study identified the ten biggest mistakes companies make when hiring. The study included more than 130 companies ranging in size and from a wide variety of industries.

The number one hiring mistake made was rather surprising and one rarely even considered by most companies. Yet, this one mistake impacts the whole hiring process, including how candidates are sourced, where to find candidates, compensation, performance management, advertising, position title and what questions should be asked during the interview. Everything seems to go sideways all because most companies fail to properly define the real job.

The first reason why using traditional job descriptions are ineffective is that they describe only the minimum qualifications required for the position. Most job descriptions describe the least qualified person, not the real job. This often leads to hiring the least qualified. The harsh reality is that, when you define a job in mediocre terms, odds are you will attract and hire mediocre candidates.

The second reason is that traditional job descriptions fail to focus on what defines success in the role. If you want to hire successful people, start by defining success instead of the person. Most agree that a person who simply performs the duties and responsibilities outlined in traditional job descriptions would rarely be considered a success. In fact, most candidates would not last long in a company that is growing and outpacing the competition.

Just because the person has the experience listed doesn’t mean they can deliver the desired results. Past experience is actually a poor indicator of future performance. Past performance is a better indicator, but the best indicator is their ability to deliver results in your company. After all, you are hiring for your company with your culture, your resources, your systems, your budget, your management style and your company’s values, not for what they did at a past company.

For example, how many times have you heard someone say: “We’re looking for such and such position.” The reply is, “What are you looking for?” The typical answer is usually, “We need a person with X years experience, X years in our industry, team leader, strategic thinker, good communications and X education is preferred.” This is all about the person and nothing about what defines success in the role or what the person is expected to deliver once he or she is on board. It is naturally assumed if the person has the experience mentioned, they can deliver the expected results. It is our contention that experience has nothing to do with delivering results. Just because the person held the role with the last company doesn’t mean they are the right candidate for your company.

Instead of using the traditional job description, consider defining success in the role. Do this by creating a list of success factors. Success factors are simply the results you want this person to deliver, in order for you to consider this person a successful hire.

Using the above example, success factors would define exactly what the role needs to deliver, usually within the next 12 to 18 months, to be considered an outstanding hire.

Following is a set of three typical success factors:

  • Within the first 30 days, develop a plan of action that will improve on-time deliveries from 85 percent to 96 percent and present the plan to the head of the company.
  • Within 6 months, develop and begin implementing a vendor-qualifications program that will ensure zero defects and 100 percent on-time deliveries from vendors.
  • Within 9 months, consolidate the operations of two locations and produce a cost savings of at least 15 percent.

Continue developing these success factors until there are five or six that clearly define what is expected of the candidate once on board.

Now, when asked the question “What are you looking for?” The answer is, “We need someone who can improve on-time deliveries to 96 percent, can implement a vendor qualifications program and consolidate operations with at least a 15 percent cost savings.”

The next step is to find a person that can accomplish these success factors. When that happens, this person will have the right experience. It might be five years of experience. It could be 10 years of experience. It really doesn’t matter as long as they can deliver the results.

Using the success factors as a hiring guide sets the stage for a successful hire. Instead of the traditional job description, the success factors clearly define expectations and let candidates know what is expected of them once they come on board. The success factors define success in the role and not minimum qualifications. After all, isn’t that what you really want to hire?

About the Author

Brad Remillard is a speaker, author and trainer with more than 30 years of experience in hiring and recruiting. Through his corporate workshops and industry association speaking engagements, he demonstrates how organizations can effectively attract, interview, hire and retain top talent. Brad is also the co-founder of Impact Hiring Solutions and coauthor of You’re NOT the Person I Hired: A CEO’s Guide to Hiring Top Talent. For more information on Brad’s hiring training programs or speaking, visit www.bradremillard.com.