Why Hiring and Managing to a Job Description is a Bad Idea!

I remember my early days with Mobil Oil.? I was an Human Resources Generalist and by God, they were going to make sure I covered the entire breadth of what an HR professional could do. In that role I handled employee relations, recruiting, training and development including leadership training, and benefits advising. Not sure why they left compensation out of the mix but let’s not give them any ideas.

Here’s the problem.? I was pretty good at employee relations and OK at recruiting although they weren’t my passion.? Consequently I was more likely to run at about 75%.? I had decent success in those roles connecting with people. I was passionate about training and development, honing my skills as a presenter early in my career.? Making connections between the content of the training and how it played out in real life.? I’d call this my vocation and my 100%.? What I was horrible at was benefits advising.? I’d rather slam my hand in a drawer than have to decipher a plan document. I call this my 25%.

Throughout my career I was told, you are aces but really need to get better at the details.? Newsflash, that was surely to happen two weeks from never!? My natural strengths were in communication, problem solving, presenting, developing others and coaching. Was it any wonder why I wasn’t thrilled at the idea of creating a pivot table?

After a long career where I was finally able to specialize in employee/ leadership and organizational development and coaching; I started hitting on all cylinders.? I could tell that some in my department were angry or maybe jealous that I was getting to do everything I liked to do.? At times they would attempt to heap distasteful work on me for what reason I am not sure.? All I know was that I was winning often and it felt great!

However,

“…What I learned over many positions in many industries was in the

name of clarity, and order, we hire and place people based on job descriptions.”

They are then promoted or moved into other job descriptions. It is a method designed to please those who demand structure.

Very few will say this out loud, but how many talented people examine the job description that gets them the job or promotion and figures out a way that they will be able to do all those tasks?? Pretty much everybody.

How many would like to say that half of that job description is something they can really get excited about, while the other half they will tolerate, fake it through, figure out or maybe even hate?? Again, pretty much everybody.

Now is it realistic to expect that each person will excel and be passionate about 100% of their role.? For me, filling out spreadsheets, documenting, and other detailed processes were annoying at best.? But a necessary evil.? But is it always necessary?

Imagine for a moment that we follow a different path.? We identify all the work that needs to be done and what kind of person would excel at each of the tasks.? As we assemble our talent we strive to maximize the things they are strong at and minimize the rest.? We hire based on these needs and make constant adjustments based on open dialogue about strengths and desires as talent grows.

It would likely never be perfect but it would be far more engaging than telling someone, “Look, you have to do some of the less desirable work; it’s right there in the job description.”? As employees discover their strengths, grow in certain areas, we would need to constantly adjust what their role is.? Sure they may still have to do some undesirable tasks but they will know we are working constantly to maximize what they do best.

I realize this idea has a few flaws.? Compensation for example, becomes much more challenging.? After all, the entire structure is driven by compensation people.? The whole approach to compensation is comparing our job description to the market and assigning a competitive value or range to that job.? Job ladders would become more challenging as positions would be in constant evolution.? In the end we are adapting to the talent rather than asking the talent to conform to the standard job description.

Still, as I imagine this approach, I think it is worth considering.? If you are someone who feels you are placed perfectly and love 100% of your role, consider yourself blessed and also a small minority.? There will always be tasks that no one really likes to do, but why assume that is just how it is.? What I think is mundane is someone else’s jam.? What they find terrifying may be my jam.

"My parting shot is to suggest we stop trying to make people into

something they are not whenever and wherever we can."

I also suggest we stop trying to create perfectly organized descriptions that very few will fill in their entirety with max energy.? What I really suggest is that we adapt an approach where we really learn about each person, what makes them tick, and what makes them rock!? Then work to adapt the work to the right people regardless of job description and watch them win over and over again.

Would it require some work…yes!? Would you reap the benefits of sky high engagement and seeing people’s best work…yes again!

The author is Brian Hennessy, Executive Coach and owner of Hennessy Executive Coaching & Consulting.? If you would like to learn more about coaching opportunities you can contact him at [email protected]