Has a hiring manager ever given you a brief like that?
What they are looking for is someone with the same skills as Steve, or Jenny, or Padma *at the time when they left the business*.
What they don’t remember is that Steve, or Jenny, or Padma didn’t have all those skills when they joined.
What they really need is someone with the same potential. Because attitude is (mostly) innate. Skills can be trained.
Mitch Sullivan will say that hiring managers are lazy. That they don’t want to train anyone.
Co-trainer Jackie Barrie is more sympathetic. Full disclosure = Before she went self-employed, she used to be a hiring manager in a corporate.
Back then, they weren’t called ‘hiring managers’, they were just called ‘managers’. Hiring wasn’t her full-time job. Managing was her full-time job.
Managers were kept really busy. When someone left their team, they were even busier, trying to cover.
Managers weren’t taught how to recruit staff.
They were told by the HR Department that they had to write job descriptions, and given a set formula to follow.
The purpose of the job descriptions was nothing to do with recruitment. It was in case of union action, in case staff decided to work to rule – that is, that they would only do work listed on the job description and nothing else.
This explains why many JDs comprise an almost endless list of bullet-pointed duties and responsibilities.
On the other hand, the purpose of a job ad is to generate leads. To get future Steves and Jennys and Padmas to express an interest in finding out more. Once they’ve done that, they are more likely to be willing to read all the bullet points and understand the detail of the job.
Putting out a JD and calling it an ad doesn’t do you any favours. The JD still has a place. It’s just that it’s step 2 in the attraction process, not step 1.
Come on our course and learn how to write a proper job ad. A job ad that follows the formula that has underpinned effective advertising for decades. A job ad that is more likely to attract a new Steve, Jenny or Padma.