Last time, I talked about Hiring people who will succeed. Of course, this implies that a manager knows how to hire, or it doesn’t matter how good the stream of candidates is, or how well they perform on tests or in interviews. Sorry to insult a few million people, but in general I think most managers suck at interviewing and hiring. It’s not because they’re dopes; it’s because they act like dopes because the process is dopey.
Take a random manager. He or she probably does a pretty good job running their operation and managing their team. They get the product — whatever it is — out the door. Now, cut to the hiring process, and they open The Rules of Hiring Handed Down by the HR Gods. We quickly shift from getting the work done to acquiring the talent. The manager fills out the HR form — the job description. HR massages it. The objective is to find the perfect candidate who fits the specs and can hit the ground running on day #1. Now the job description has less to do with the job, and more to do with who is The Perfect Candidate.
Trouble is, The Perfect Fit, Isn’t. None of them are. Even a headhunter never finds the perfect fit, and we try. So, now the poor manager is left to acquire the talent, as defined in the job description, and the incoming talent is busy trying to slather itself with key words from the job description. Presto! Everyone is now on the spit, the coals are stoked, and we’re all about to get burned.
I wanna roast the job description. Toast it black, because the damned thing is full of words that distract the manager and the candidate from the work. In The Words We Choose, engineer David Hunt skewers seven juicy sacred cows, and delivers a satisfying take-away meal for every manager who wants to avoid Fast Food Hiring with HR Sauce. His essential message: Stop dehumanizing the hiring process and the interview discussion. Respect the candidate. These ain’t flank steaks — they’re people. And dimes to dollars none of them has ever designed a urinary catheter… keep reading…
Hunt borrows from the world of linguistic determinism — the idea that language shapes thought and the words we choose determine our actions. When we’re interviewing “the talent” and “acquiring the human resources”, we get stupid and distracted and we make dopey mistakes. I love the example job description Hunt highlights: “Wanted: Urinary Catheter Design Engineer. Must have at least five years of experience designing urinary catheters.”
Imagine the poor sucker manager who tries to find The Perfect Candidate for that job. We could bring in 50 talented engineers, but we might as well run a job description that says, “Wanted: Cow with five years’ experience being roasted for dinner.”
Filling a job isn’t about the job description. Candidates are not key words. You cannot identify a candidate’s ability to do the job if you’re interviewing for a Perfect Fit. The job description, more often than not, is a fantasy cooked up down in personnel-junkie land. So, let’s play a little game. You’re a manager. Job descriptions are illegal. How do you attract people who can do the work?