In the process of reorganisation we often create new roles and modify or cease old ones, this is just a natural consequence of organisational development and maturity. When we create a new role we typically have the role box on the organisation chart and a title, the people that the role has reporting into it and the person in the organisation that the role reports into.
The hiring manager, typically the person that the role reports into then goes about creating a job spec. The chances are he or she gets a template from the business with some boiler plate text and then he goes about writing the job specification. Typically this is not given the time it deserves because there is a sudden realisation that time is short, the recruitment process is long and suddenly the role feels very urgent. With the role gapped the organisation simply won’t function smoothly. Sometimes this means that an existing employee is allocated on an interim basis, sometimes the role is filled by an external consultant or interim.
The question is do we really put enough time into the job definition, candidate selection, interview rigour to make the best hire?
Interestingly hiring an employee often gets less oversight and rigour than procuring an element of the IT infrastructure or a site engineering item. Why is this? If we are buying a piece of equipment then we need to specify it accurately and ensure that it will fit within the whole system and deliver the required output. When recruiting a person there is always an element of, we can define that or adjust those interfaces when we have the person on board and anyway the job spec wasn’t carved in stone was it?
Rightly so a lot of emphasis in recruitment is on personality, will the person not only be able to perform the role but will they fit into the team. Fitting into a team is an odd one. What kind of person wouldn’t fit the team and why is your team special when compared to anywhere else the candidate may have worked?
Job Specs are key
The job specs must be reviewed as a whole, there is a real danger of “cut and paste” resulting in poor definitions, overlaps in responsibility and gaps. Use a RACI chart to test and refine this.
Think of the organisation as a system, after all it is. Consider how important the specs and their interfaces are.
Don’t leave things to chance. Also once the spec is set do a realistic market assessment of salary for this role. It is no good having the perfect set of job specs but going to market with unrealistically low budgets. After all if we went into a Ferrari dealership with a Ford budget we are unlikely to get anywhere.
6 Essential Steps
1. Review the specs as a whole with regard to the organisation
2. Perform a RACI analysis, look for gaps and overlaps
3. Think about the soft elements, will they fit but define the attributes you seek
4. Do a market assessment, see what you have to pay and set budgets accordingly, if you can’t sustain the budget the organisation design might not be appropriate.
5. Perform sensible CV sifting and rigorous interviews, be consistent with questions and keep great notes, look for the personality traits you seek, check how the candidate was rated by reception on arrival for politeness and personal charisma.
6. Ready, Aim, Hire not Ready Hire Aim!