Transcript: Attracting the right candidates
Before you start thinking about the right person for a job, begin by thinking about the job itself. If you’re not sure exactly what this job requires, how will you ever know when you’ve found the right person for it? Or, from the opposite side, how will a candidate know they’ll be a good fit for a job?
Job fit is achieved when a person is placed in a role that matches their natural strengths and fits their personal and professional needs. You can leave this up to luck, or you can deliberately define the needs of the role by setting a job target. A job target objectively describes a job’s behavioral and cognitive requirements so you can identify the best-fit candidates. This activity will require stakeholders to outline job tasks, behavioral styles, and other important traits required for the role.
Take the PI software, for example. Here you can easily send a guided job assessment to stakeholders, such as the candidate’s manager or other workers they would likely interact with.
The results of these assessments will provide clarity on questions such as:
- What are the most important and frequent activities?
- What behavioral style and temperament is most naturally suited to do this work?
- How quickly will a successful individual need to learn new information and skills?
Even if you’re not using an application to help you, you’ll want to address these questions to outline what is required to be successful in this role. When examining results, it’s common to see differences in perspective among the stakeholders. In this situation, look to review these responses as a group to gain consensus.
But just making sure the job’s well-defined isn’t enough. You’ll also need to promote it to the right audience by creating a compelling and accurate job advertisement. Your stakeholders just spent a good portion of time listing out responsibilities and behaviors desired for the job. Make sure your job ad reflects that!
Check to see if there are any conflicting qualities listed. Also consider the length of these descriptions and how the ad depicts your culture. These factors might be the reason why your job ad is or isn’t working. For example, if your job description primarily uses words such as “collaborative,” you’ll weed out candidates who prefer more independent work. If the job and the culture of your company reflects that collaborative nature, then you’re on the right track.
And if you’re interested in being compelling, why not try something unique? For example, you could create an infographic rather than a pure text description. Or you could highlight those unique job perks that come with your company.
With the job now defined and promoted, you can start thinking about who exactly the right candidate will be.