Talent Tip #75: Field of Dreams: Job Descriptions That Attract Talent

If you write it, they will come.

That’s the Kevin Costner-esque attitude many hiring managers employ when it comes to authoring job descriptions.  They believe a carefully crafted job description will result in talent appearing.

 

I know what you’re thinking.

Right….and Shoeless Joe Jackson is going to pop out of the corn field and play baseball with them, too.

Actually, I think these hiring managers are onto something. Remember how much care Costner’s character put into creating that baseball field? And recall that the legends eventually showed up?  Likewise, amazing job descriptions often lead to amazing candidates. And, not surprisingly, poorly crafted or thrown-together job descriptions rarely attract the kind of candidate you want — and they may even scare off some applicants.

So, what are the keys to crafting a major league job description?

• The Hook – Pull in your readers with the very first sentence.  Start by explaining how your organization is changing the world and why it’s exciting to work there. Don’t assume that everyone comprehends the depths of your awesomeness; this is your chance to tell them. Here’s one fabulous hook from my friends at the Adolph Coors Foundation: Before you read another word, please google “Coors family.” Read every word of what you find including the wacky, conspiratorial stuff. If names like Margaret Thatcher, Ronald Reagan and Adam Smith freak you out, or if you think terms like traditional American values, capitalism, free markets and personal responsibility are obsolete, this job may not be a fit.
  And here’s another great hook from my friends at Atlas Network: You came to DC to work on some of the world’s biggest challenges. And there’s no bigger challenge than helping to secure people’s freedom and prosperity. Freedom to make choices that are best for the individual and their families. Prosperity to lift people out of poverty. That is where Atlas Network comes in…

• What Needs to Be Done – Why is this position important to the success of the organization? What are the core responsibilities? How will this person work with other staff members and fit into the existing team? How much travel is required?

• Who Needs to Do It – What does the ideal candidate look like? Make sure to address years of experience, background, education, and temperament. Which elements are required and which are preferred?

• Provide Enough Detail – But Not Too Much –  One paragraph isn’t going to cut it, but let’s not model the description after The Grapes of Wrath. If the role is relatively straightforward, 300-500 words might be plenty. An executive or more complicated position might require something closer to 800 or even 1000 words. Case in point: a client recently sent over a detailed three page job description; but he then took a step back and realized that if he were a candidate, he would be more intrigued by a concise, bold description written in real terms. His updated description was only 300 words — and it was gold!

• Match the Tone to the Role/Organization – If your organization is high-energy and zany, make sure the description reflects that. Likewise, if your organization is buttoned-up and low-key, the description ought to be consistent with those traits. Unless you are consciously trying to change the culture there, go with a description reflective of your organization that will attract similar personalities.
• What You Need From Candidates – Outline exactly what interested candidates need to send. You almost certainly need a resume and cover letter; but do you want the cover letter to address things such as philosophical interest in your organization’s mission and salary requirements? How about a writing sample? Without being too burdensome, ask for all of the information that will help you determine whether a candidate is worth an interview. Also, consider asking for the materials in one PDF. Maintaining one document per candidate is easier than trying to track 4-5 separate ones; it’s also a nice test to see if candidates pay attention to instructions.

If you factor in these points, I promise you’ll hit the next job description out of the park.

Talent Tip #72: Employee Turnover: Why Good People Leave

Last month at the always-amazing State Policy Network Annual Meeting, I had the pleasure of connecting with nonprofit CEOs about some of the common reasons employees leave and strategies for preventing turnover.

It was a daunting task — to stand before a room of accomplished CEOs and tell them what they  might be doing wrong. I had nightmares of being pelted with rotten fruit or heckled (remember the Seinfeld episode in which Jerry is heckled during his act? Eek!).

Thankfully, the audience was kind. And many told me later that they agreed with my assessment and valued the solutions offered. Therefore, I thought it might be valuable to share these thoughts with a wider audience in hopes that employers and employees can identify and address these issues.

This month I will cover the most common reasons for staff turnover. Next month we’ll talk about potential solutions.

Without further ado, here are the six most common reasons for staff turnover (in the order of frequency I hear about them). Keep in mind these are based on my interactions with employees, nonprofit clients, and candidates.

1. Lack of challenge/room for growth/autonomy – It’s not surprising that a bunch of free-marketeers might long for continuous challenges and autonomy. What is surprising is how many employers forget to give their best employees room to grow. Here are some quotes I’ve heard recently from employees itching to make a move:

•“…there is nothing left for me to learn [here]. I have gained some very valuable skills and experience…. there are no challenging tasks for me left here.”

•“I would like a new challenge; there is a glass ceiling here.”

Furthermore, it is striking how many free-market leaders utilize a command-and-control approach to management. Oh, the irony! Here are two comments I’ve heard of late:

•“ We have become a complete command-and-control operation. The management micromanages the staff.”

•“[There is a] centralized management structure and a very controlling management style, which is not the best set-up for me.”

2. Money/feeling inadequately rewarded – Again, it should come as no surprise that conservatives, classical liberals, and libertarians want to be adequately rewarded for their work. Some employees value money above all else, while others need words of encouragement. And for the nonprofits who think they can pay well-below market rates because working for liberty is the best thing since the advent of the Twinkie, I encourage you to reconsider! From one candidate on the market:

•“I really enjoy the work and atmosphere here; so, to be frank, I am looking for a good bump in salary.”

3. Geographic mobility – People frequently need or want to relocate for personal reasons, and that often means they have to leave their current jobs. Reasons for relocation are as plentiful as Lois Lerner’s lost emails: cost of living, quality of life, marriage, divorce, spouse’s job change or military assignment, aging parents, starting a family….the list goes on.

4. Organization dysfunction – I frequently hear from employees who seek to escape some form of organization dysfunction. Problematic leadership, unhealthy culture, nepotism, and financial instability top the list.  We could address this topic alone for the next 3467 e-newsletters, but I’ll sum it up here by saying this: Talented employees don’t want to rearrange deck chairs on the Titanic. If your organization has significant dysfunction, you will eventually lose your best employees. From one candidate:

•“I am not sure if one needs an excuse to be trying to leave ***** at the moment. The tenuous budget situation should be obvious, and the management has merely doubled down on the same types of behavior that created the current crisis.”

5. (Un)Truth in Advertising/Irreconcilable Differences – Employees are sometimes blind-sided after they start a new job. They realize they are not a good fit for the role and/or the nonprofit itself – often because the organization misled the candidate during the interview process about the realities of the job/working there.

6. Burnout – The great news about working to advance liberty is that it can be easy to love your job. The bad news is that it’s easy to burn out. Everywhere you turn you see liberties evaporating; so, you work harder. If you’re not careful, you can start to feel like a hamster – and I mean a hamster on a wheel – not those cute ones cruising around in a Kia Soul.

Ok, Claire, enough bad news! How do we address these issues? Great question. And for a small fee of $1,000,000, I will tell you!

I’m kidding. Tune in next month and I’ll give it to you for free!