I spent the majority of my recruiting career writing, re-working, and re-vamping job descriptions, as well as job postings. Hiring new people and experiencing company growth demands this type of activity. I appreciate what this means; it is one of the exciting parts of being an in-house recruiter. I love the industry, as well as the actual process of recruiting, every phase. Over the last ten years, I have had the opportunity to manage different levels of the process but I always look forward to seeing it through from beginning to fruitful end.
Fully reading and/or writing a job description is a tedious but necessary part of understanding the position for which you are recruiting. I have met a few job specs that indeed needed help, others that just require slight tweaking, and still others that are easily dynamic and thorough enough on their own. It is important that certain requirements and expectations are sufficiently spelled out. And a good relationship with the hiring manager or client is imperative in order to fill in the unwritten details and requirements.
A job description is NOT a job posting.
During my recruiting tenure, I have looked closely at multiple job adverts/postings. A posting or advertisement is meant to inspire and entice, to cause a potential candidate to pick up the phone or respond by applying or emailing the requisite info to complete the application process. A poorly written or choppy, incomplete job description does not have the sales component necessary to attract quality candidates, be they passive or actively seeking a new role. Even when conducting a req where no job is posted to a board, the discussion, be it through cold call, referral, or database discovery, must contain a sales element.
Full engagement is needed in order to garner recruiter confidence in vested candidates. When that confidence is gained and the parameters have been met (academic preparation, required experience, and skill set), a recruiter can move forward with the assurance that they have assembled a worthy field of candidates. And presentation of said candidates can be done in a timely manner, thus proving the worth and skill of the recruiter and confirming the hiring manager/recruiter relationship.
The recruiter seat is a hot one, the interdependence between candidate, recruiter, and hiring manager is essential and must be tended to often and fervently. And just as much for the third-party recruiter as with the corporate model, retention must be addressed during the preliminary and continuing recruiting efforts. Re-doing a search or having it become protracted resultant of offers not forthcoming or offers consistently turned down is not a desirable practice nor does it get a new employee in place –> the desired outcome.
Engagement, Truth, and Close.
It may sound like a game, but it’s not.