Episode D.012 Creating An Eligibility Advertizement

Which is Harder, Figuring Out What You Want or Spotting the BS? 
Our Brand Personality Show discussed how important brand is to not only attracting customers but how critical it is for attracting the right people. It is more than an exchange of talent for money. It is important how the businesses reputation reflects on them, who they have to work with, and can they contribute.

Our starting point for every position is the linkage to a process. For example in landscaping if a new hire works on the design build installation crew, what part of the process is their responsibility? It is difficult to perform when the what is not clear and how it is not measured. All of this leads to the opening question - what are the knowledge, skills, and certifications required for success?

The Position Description
If you are writing the  Position Description start with Process Steps first and work backwards with Certifications - what must they have to qualify. It could be as general as a valid driver's license or as specific as being a ‘certified arborist’. When building a list of behaviors required for the position focus both on the physical activity and tools used. This will give a clear picture of the performance. Only now tackle knowledge or what do they need to know. Unless there is something critical like safety, I would spend the least amount of time on knowledge. You can assume they have it if the skills are present until there is evidence otherwise.

Working through the Certification/Skill/Knowledge demands defines the requirements for eligibility - what must the person do or know to be eligible for hire. Eligibility is 50% of the hiring criteria and our focus today. Tomorrow's show is devoted to suitability or just because they are eligible for the job should they work for you.

Eligibility is easier to decide and can be handled without having 1:1 contact with the job candidate. If your ad copy is written well with a blend of the job requirements and the culture of the company, you will screen the candidates quickly.

Why spend any of your precious time talking or meeting with someone you will not hire.  Instead ask for a written resume that answers the following questions:

• A Question of Match. Ask them to give a list of their certifications, what they have learned and where it was practiced, and any education or training you consider important. Tell them to keep this to one paragraph. Remember you want to read it and be able to place them into 1 of 3 piles - Yes, No, and Maybe.
• A Question of Character. Their work history says alot about them. If they are 25 and they are applying for their first job - why? If their history has them changing jobs every few months or multiple jobs over the last few years - why? This is the second paragraph on their resume. After providing their work history, ask them to list why they took each job and why they left. You are trying to decide if there is a pattern of trading time for money until a better deal comes along.
• A Question of Intent. The closing paragraph. Why are they responding to this offer and what are their expectations? Don’t be too harsh on their answer. Since they have never worked for you or maybe this is their first time in the industry, realistic expectations are impossible. What you are trying to decide is how wide the gap between what they expect and reality. If this individual has everything else going for them, at least you know the first issue to address - closing the gap with reality.

This three paragraph resume will force them to give the information you need, not a laundry list. You can sort it into the YES pile - people to interview; the NO pile - people to avoid; and the Maybe pile - interview because they might fit another position.

Next show: D.013 Conducting A Suitability Interview