Hiring is an important part of any growing or established business. Sole traders manage all the essential roles themselves. Sales, accounting, operations, and more. Let’s assume for the sake of this article that we’re talking about businesses that have a hiring need.
There are many aspects of a business that can test if you have your story and plan together. They are your sales story, your business plan, your product strategy and others.
Hiring may also test if you have your strategy right. You can’t hire the right people if you don’t know the core duties and return on investment of the hiring process.
It’s interesting to consider story, design thinking and strategy in this context. I’ve chosen to start with how to write a job ad. It’s an excellent way to ask if your strategy is clear enough to hire or contract, the next role in your organisation.
It’s also an excellent way to think about changes caused by new and emerging technologies. Businesses might not be sure of what to ask for due to these changes. This has seen demand drop for some roles (UX Design) and increase for others (Cybersecurity).
The Australian Government has a website that shows the current demand for roles. It’s at https://www.jobsandskills.gov.au/. This can be useful for candidates looking at demand in their sector.
It’s also come up in conversations with my crew. Anecdotally the state of job ads seems a bit fractured.
My personal experience is hiring people for advertising, media, technology and corporate roles. Usually as a manager or senior person. I’ve hired experienced people as well as fresh faces. I’ve learnt from my hires and I’ve mentored them. I’ve applied for jobs.
In that case, here goes.
Hiring people
Hiring people is an important part of business continuity and growth. You’re either replacing someone or have an opportunity driving the new hire.
The emphasis is on your business at first, not on the candidate. How will this new or continuing role stack up against the current business plan? Even if they’re a replacement, is the role the same, or can you gently pivot to keep growing?
When you know what your story is, that’s when you can start to think about a suitable candidate.
Responsive
It’s a simple proposition. You’re advertising for the person that aligns with the business need you’ve identified. There is some flexibility. A candidate might arrive in your inbox that has features and benefits you weren’t expecting. If so, you can weigh those against your core needs.
On those core needs, having a ‘claim to fame’ in a role is important.
For example when I was a “Data and Innovation Manager”, my role was very broad. However I delivered reporting dashboards on client advertising return on investment (ROI). Dashboards showing how successful the advertising was. That was my ‘claim to fame’. I did a lot of great stuff, though that was my base. Thus I was able to be measurably successful in the role.
If I have the story straight about the role, I’ll know the KPI’s; the Key Performance Indicators. Both the employer and the employee can measure that they’re doing the job, and how well, against the KPIs. When those are missing, it’s generally a dud experience. There’s no agreement or measurement of success.
It’s true of contracting projects as well. Where there isn’t a defined role or prior agreement, the work stumbles or might not unfold.
This forms the basis of the points in the job ad. This is what the potential employee can respond to. It’s like you’re putting out a tender and the potential employee is responding to that tender. They answer the points of your job ad in a cover letter to confirm they can do those things. They answer those points in a way that conveys both their suitability and pizazz. It’s a sales pitch.
How do you write a job ad?
How to write a job ad.
Understand the Business Plan and Goals:They relate to a continuing role or a new strategy. Identify the KPIs (Key Performance Indicators) of the role to be able to hire well and measure success. What are the expected outcomes and timeframes? What are the skills, qualifications and traits required? This is your information gathering.
Creating the job ad: Write the ad out in a word processing doc before going to an online system. It’ll be easier. You and your team will be able to review and tweak.
The parts of the job ad: The ad should have the following structure so that a potential candidate can answer your questions. They can show why they are the right person for the role.
- Job Title: Match the title to the key ‘claim to fame’ of the role. This person is the person that does ‘this’ in the business, (where possible). There are multi-skilled people, though give them a core deliverable for success. e.g. Auto Mechanic, Coder, UX Design. Include relevant keywords that candidates will be searching for.
- Summary: Provide an overview matching the position and strategic objectives of the role. E.g. “We’re looking for an experienced Marketing Manager to drive our expansion initiative. You’ll be contributing to increasing customer reach by 50% over the next year.”
- Value Proposition: Make the job sound attractive to a candidate with complimentary values. E.g. “By joining our team, you’ll have the opportunity to lead a crucial market expansion.”
- Responsibilities and Requirements: Bullet list the key responsibilities (KPIs) of the role. Include the skills and technical competencies. Also any certificates, checks or other attributes. Add any soft skills. Soft skills are personal attributes that enable someone to interact effectively with others. This is what the candidate should answer in the body of their cover letter. This shows they’re the person for the role. They’re answering your tender. They’re pitching to your requirements.
- Call to action: Give the details of how to apply and documents to provide. Show the expected screening process. Provide a compelling reason for the applicant to apply, tying it back to the opportunity. E.g. “If you’re excited by the prospect of transforming market reach, we want to hear from you.”
Advertise Strategically:
- For general roles, use platforms like LinkedIn, Jora, Indeed, or SEEK.
- For niche roles, post in industry-specific platforms or forums.
- Leverage employee referrals, and promote through company social media channels.
Application Process: Get the resume, cover letter and any supporting website or folio. You can ask for more in a phone screening or interview. Make it efficient and simple.
After the job ad: Results, Screening/Screening Call, Interviews, Evaluation, Selection, All candidate feedback, Job offer, Onboarding, KPIs, Mentor/Buddy, Checkins.
Protecting your brand and reputation
There’s no limit to what a “bad actor” will do to destroy their reputation and brand. I know that isn’t you. This is stuff that sometimes happens though.
- Job descriptions: They might be vague. Ambiguity about responsibilities or expectations can be a red flag. Misleading job ads can lead to high employee turnover and damage employer reputation.
- Fake jobs: Companies sometimes post fake jobs. This article from HR Morning talks about why it should be avoided. HR Morning Fake Jobs.
- Impersonal:Candidates invest time applying for roles as does the employer screening them. Impersonal and automated processes, especially after several rounds, are numbing. Tests, providing examples, video assessments without outcomes or feedback. It’s a recipe for everyone feeling bad, including the job advertiser.
- “Bullsh!tt!ng”: Stringing candidates along without clear timelines. Alternatively the budget isn’t approved. It’s disrespectful. Delays or uncertainties should be communicated. “Stuff” happens. Expectations up front keeps the candidate informed of changes. Related is lack of clear answers or details about the project. Pay, conditions, schedule, KPIs. Upfront planning will save a lot of headache.
- Bait and Switch: Interviewing a qualified candidate and then hiring an intern or entry level person. If the company is not intending to hire at that level, that interview should not happen. Hiring someone junior; it’s evident that the criteria were inconsistent or misleading. Also hiring unskilled employees with the notion that the company will train them. In cases where none of those skills exist in the company. It’s unlikely to work out.
- Overemphasising perks: Talented candidates want to know how their role matters. What they’ll contribute, and how they’ll grow. Free beer on Fridays might be great. Not at the expense of actual work, career growth, or purpose.
- Unrealistic: Excessive lists of multiple disciplines in the role. If the role requires 15 different skills and a Ph.D. while offering an entry-level salary, it might be bogus. A ‘claim to fame’ (core responsibilities) and KPIs are key.
- Diversity and Inclusion: State diversity and inclusion policies in hiring for the role.
- Excessive: There’s a reasonable two way expectation. Implying an expectation of excessive workload. Use of Buzzwords like “Work Hard, Play Hard” for example. This phrase is often interpreted as glorifying long hours with minimal work-life separation. Coupled with a forced “fun” culture, that may not suit everyone. Alternatively better, “We thrive in a fast-paced environment that rewards problem-solving and initiative.”
- “Great Opportunity for Recent Graduates”: When used for jobs that need specific, niche skills, it can suggest high turnover. Possibly an attempt to get cheaper, inexperienced labor.
- Free work: It looks like the company uses its recruitment process to avoid hiring someone.
- Ghosting: Someone disappears and becomes uncommunicable. It’s a reputation destroyer.
Job ads sometimes fail
- Titles: “Rockstar Developer” or “Code Guru” may fall flat because of differing perceptions in the mind of a candidate. Search may be an issue on these titles not matching what candidates are searching for.
- Application process: Multiple pages and clicks online may be a bad user experience. Clear steps and expectations. Unclear or overly complicated application and screening processes put candidates off.
- High competition or niche skills: A job posting might be lost in a flood of similar ads. The ad may be too generic. Authenticity can help here. Niche skills require targeting candidates differently. They may be hard to find with a general job ad. Try industry networks and professional groups.
- Geographical: Local job postings might miss out on potential candidates willing to move. Broad postings may bring in too many candidates who aren’t actually willing to move. Clear about remote flexibility or relocation support in the job ad.
- Job Description:Job ads that are too vague or complex can confuse candidates. It leads them to assume the role is either poorly defined or overwhelming. If they can’t understand what the job entails, they won’t apply. KPIs are key. Use bullet points for the requirements.
- Badly Written: Spelling mistakes, grammatical errors, and poor structure can look unprofessional. Ads may be lengthy or verbose due to anxiety about detail. They may be boring, overwhelming, and can fail to capture interest.
- Channels: Using unsuitable online platforms can lead to irrelevant applications or not enough interest.
- Unattractive: If compensation and benefits are unclear or unattractive, candidates are less likely to apply.
- Branding: Branding is a coat that the candidate is going to try on. They have to like it. Mission, values, and work culture. Give candidates a reason to apply beyond salary.
- Over and under posting: Posting the same job on too many platforms can dilute the quality of candidates. It can make it difficult to manage incoming applications. Not putting the ad on enough channels means not reaching the full potential audience. It’s a balance. Reposting a failed job ad without changing or fixing is also probably a waste of money.
- Ignoring data analytics: makes it difficult to optimise future postings. Employers miss opportunities to learn about which platforms or formats attract candidates.
- Automated screening: Some online job posting systems screen out good candidates. Depending on the level of the role, you should consider if this needs adjustment.
- Jargon: Internal jargon or buzzwords (not related to the role), make the job harder to answer.
- Failing to Add a Cut-off Date for Applications: Is this ad fresh? How many have applied and should I take the risk.
Good luck with your job ads.
This should give a good overview of how to go about making a job ad and measuring ROI. Finding great people can be the key to success and growth in an organisation. It pays to do it as well as possible.
Virgil Reality…