Ensure Good Recruits With Well Defined Job

Ensure Good Recruits With Well Defined Job

To get good employees you should have well defined jobs with properly articulating roles and responsibilities.

Jennifer Rodriguez
Be a student of love, you will never get bored of life.

This goes back a few years. I was interested in a particular job, and read the description carefully. I saw it had 5 job specifications, covering a wide range of skills in my field. I thought they might need two people to do the job they described. After some good phone interviews, I was invited to a full day of on-site interviews. I first met with the hiring manager, and then with a few people related to the group. The last interview was with the recruiter.

First interview with the hiring manager (CTO) went well, but it had a strange moment near the end. We spoke about the job and then he asked if I had questions. I asked about the five items, they were diverse, so which was the most important part of the job? He looked at the job spec sheet and answered that #5 was the essential job, the other four were much less relevant. I asked, why is the most important part of the job listed last? Usually a list like this would have the most important item listed first. Moreover,  #1 and #5 implied a very different skill profile. He seemed annoyed at me for asking the question and reiterated that #5 was the job, the rest was not as important.

The next five interviews went very smoothly and things were looking promising. When each interviewer asked if I had questions, I asked the same question, out of curiosity: "If you and I asked the CTO which of these 5 items are most important for this job, what do you think he'd say?" Each one answered #1 is the primary job. Then I said "I actually asked the CTO, he said #5 was the essential part of the job. What do you think that means?". 

Their reactions were very interesting. One said "No, I meant #5..." Another said "Oh that's not right, I need to meet with him and correct this." Fascinating indeed! Seemingly, I revealed a disconnect between the CTO and the team about the job.

The last interview was with the recruiter. We clicked. We had a frank conversation about the company and about the issues I uncovered. She told me that feedback on my interviews was positive. But she did not have a good answer about the role clarity. Yet they still wanted to make me an offer. The truth is, I really needed this job. But I said, I'm sorry, I don't think I can take the job if the company doesn't know what the job is. You need to figure out what you want before you make an offer. I don't think anyone could succeed in a job where the very role is in dispute.

She responded. The reason they wanted to make me the offer was that I was the only person to see what was going on. It was a new role and they didn't fully understand the requirements themselves. but apparently I read the situation in a way they were unable to see themselves, and that's what they needed. They want me to take the job in order to help figure out what the job should be.

She asked me what salary range I was looking for. I thought, this makes no sense. Yes, I want the job, but the risk of failure is high since the job was ill defined. Given the risk, how would I know if they are serious about having me figure this out for them? So I said "If you make me an offer I can't refuse, then I won't be able to refuse it." She came back 15 minutes later with an offer I could not, and did not refuse. No regrets either.s

Contributed By Jennifer Rodriguez


I once had a similar opportunity - my duties were not defined at all. I had to figure out the way ahead and it was a totally new role in the organization. I declined for obvious reasons as they themselves were unsure of what to expect.

Annie wilson Senior Associate Editor

Organizations face this difficulty, specially when they start growing. It is very difficult to hire people at such times unless there is a predefined course of action.

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