Performance-Based Job Descriptions: How Effective is Your Hiring?

When you are hiring someone for a new position you need to create a job description that focuses on what work needs to be accomplished.

Many of my client companies have what I call "old style" job descriptions. The job description focuses on skills and experience rather than motivation and performance. We rewrite the job descriptions to focus on the desired outcomes of a job.

Do your job descriptions outline specific performance objectives?

Effective hiring starts with a performance-based job description that reflects what needs to get done. This is an outcome-oriented approach. The ability to achieve measurable objectives is a better predictor of future performance than the candidate’s level of skills and experience. Comparable past performance is a leading indicator of future performance.

Many leading companies are now switching their job description criteria to an emphasis on performance and potential over skills and experience: Microsoft, Intel, and EDS to name a few.

The goal is to achieve a better understanding of the expected outcomes of a job. These specific job performance objectives form the basis of the hiring interview. Candidates can be asked how they would achieve the objectives required. Later, the performance-based job descriptions guide the new hires as they transition into their new jobs, and help track performance reviews and promotional processes.

In addition to performance-based job descriptions, the second tool in attracting talented people is a message that appeals to their fulfillment needs. Talented people may want big money and perks, but more importantly, they want to feel passionate about their work. They seek ways to have the freedom in their work to create something of value and meaning on a larger scale. They want to be enriched by their career opportunities, uplifted by the company’s leaders, inspired by the company’s stated mission.

Executive teams have many tools and techniques available to them to improve their talent pools. They can hire consultants who can help them keep objectivity in the interview process and to help with performance-based job descriptions, job analysis, competency modeling, and pre-employment testing. Providing executive coaches to new hires is also a great benefit that attracts top talent.

The most important factor, however, is the realization that an organization can not prosper in the long run without attracting and retaining outstanding talent. This can be accomplished by prioritizing talent management and devoting time, energy and resources to attracting good people. According to the authors of The War for Talent, there needs to be a talent mindset, a passionate belief that to achieve the vision and aspirations of your business, you must have great talent. To have better talent in the organization, every executive must commit to attracting, hiring and retaining the best people and accept responsibility for making this a very high priority.

Does your organization select talent using performance-based job descriptions?

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