Attracting Top Talent: How To Prepare Your Job Descriptions To Fuel Your Recruiting Software

Attracting Top Talent: How To Prepare Your Job Descriptions

To Fuel Your Recruiting Software

© 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com

PART 1 –HIRING THE WRONG PERSON


Cost of Bad Hiring Decisions• According to SHRM, a poor hiring decision could cost up to

five times a bad hire’s annual salary and the higher the person’s position and the longer they remain in that position, the more it will cost to replace him or her

• According to a recent Career Builder survey, 41% of companies surveyed estimate that a bad hire costs more than $25,000, and 25% said it costs more than $50,000

• The Harvard Business Review points out that as much as 80% of employee turnover is due to bad hiring decisions


Hard Costs vs. Soft Costs

Hard Costs

• Recruitment advertising• Interview expenses (travel, meals,

hotel)• Employment testing• Relocation & career transition• Training & orientation• Termination costs (COBRA &

unemployment)• Possible litigation costs (wrongful

termination)• Repeating the process to replace

hire

Soft Costs

• Time spent searching for, training, and orientating hire

• Decreased office morale• Decreased productivity• Decrease in quality of product• Increased work for other

employees• Opportunity costs - possible loss of

customers, loss of sale, etc.


Why Do Companies Hire The Wrong Person

• Want to fill the position right away and may not think long term

• Ignore how the new hire will fit into the company’s culture (priorities, mission, way of doing business)

• Place more importance on if the candidate meets requirements (education/years of experience) instead of if he/she can bring something to the table

• Many professionals confuse the job description with the job criteria


Job Criteria vs. Job Description• Job criteria is simply what duties will the

employee need to perform• While the job description includes what is

needed to succeed in the position– Will she be working in teams or individually?– Will she be representing your company in a way

that meets your vision/culture?– Will she need to be capable of on the spot

problem solving, make critical decisions?


The New Job Description• Traditionally, job descriptions used skills,

duties, and responsibilities to define the job• Now, it’s important to place more emphasis on

the worker, not just the work, • Hence, the competency-based job description


Skills Knowledge Behavior Competencies

Skills vs. Competencies


Skills• Specific learned

activities• Mopping the floor• Stocking merchandise• Using the computer

Competencies• Combination of skills

PLUS knowledge and behavior• Problem solving• Communication• Professionalism

What is your Job Description Strategy?


• Are your Job Descriptions fully defined BEFORE the job posting?– Do recruiters modify Job Descriptions when posting

requisitions?– Do Managers and Recruiters collaborate without HR

involvement and oversight?– Is there enough thought and collaboration with All Stake-

holders when a JD is updated?

– So lets talk about Job Description Best Practices.

PART 2 – BEST PRACTICES


Best Practice: Replace your Word Documents

• Word Docs are most common format for JDs– Disadvantages:

• Get out of date almost instantly• Are hard to control and manage editing processes• Have insufficient Workflow features• Its easy to create variations and inconsistencies• No integration with other systems

• #1 Best Practice: Replace Word Docs with a Job Description Management System!


Best Practices: Managed Job Descriptions

• Job Description Management System – Becomes a central repository for all stake-holders:

• Managers • Employees• Legal/Compliance• Recruiting/Talent Acquisition• Performance and Compensation• Succession



• Most companies have reduced their workforce– Doing more with fewer workers…– Which means those employee’s job descriptions

have changed. – This trend is likely to continue

• Anticipate that your job descriptions will continually change, and have a process to deal with it



• Group Collaboration and Workflow:– Engage managers to refine job descriptions– Group-level participation– Archive previous versions – Compare old and new to see changes

• Have HR oversight and approval in the process


Role Responsibilities HR

Adm

inist

rato

r • Master Templates • Reference Competencies • Reference Library• Job Families • Export profiles• Workflow Process with

Managers/Committees• Review/Accept changes • Assign employees to jobs• Process New JD Requests M

anag

er/C

omm

ittee • Review Job Description

for accuracy• Edit and revise:

• Competencies • Job elements • Descriptions• Specific skills and

responsibilities• Education and

certifications


• Consistent Template-based Structure – Easy-to-use web-based editing

• Choice-lists and option selectors where possible– Standardized statements

• Content library with pre-defined descriptions • Reusable elements such as competencies

– Validations during the edit process



• Education and Requirements – Standardized options and terminology

• Choice lists for required and mandatory levels



• Managing Compliance – FLSA determination

• Provide detailed collateral for exemption determination• Online questionnaires to determine exemption

– ADA• Supporting documentation • Physical requirements in a standardized format



• Scope Indicators to give a 3D perspective of the Position:– People management– Problem Complexity – Problem Solving timeframes – Freedom to Act – Impact and consequences of failure– Liaison/Interface – Financial and Budget responsibilities


Best Practices: Job Families

• Group Jobs into logical career paths – Gives employees and candidates a clear

perspective of their future– Show incremental responsibilities and duties – Basis for job evaluations and salary banding – Visual tools to see progressions


Best Practices: Job families

Best Practices: Job families – Side by Side

Best Practices: Job Evaluations

• Integrate Job Evaluation with Job Description– Determining the Salary grade requires a detailed

understanding of the scope and level of responsibility

– Its critical to get the Job priced correctly• One of the key issues with recruiting top talent• Total comp needs to fit into the overall company

budget and guidelines • Job Leveling/banding need to reflect industry trends



• Other Features – Role-based security and access control– Multiple formats for different audiences

• E.g., Views for Recruiting, Compensation and Employee– Multiple Language support – Attachments and questionnaires

This concludes the Best Practices section. © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com

PART 3 – CASE STUDY OF XEROX


Job DescriptionsHistorically:– Duplication of effort– Potentially out-of-date descriptions– Lack of consistency– Variable quality– Little integration with other systems

& processes– No central repository– Some regional systems

• 136,000 employees worldwide• 160 countries: Europe, USA,

Canada, Developing Markets

Global Job Library – Desired State• One central repository

for all key job descriptions

• Consistent, concise and easy to update

• Multiple languages• Foundation element for

global HR systems

“The failure to have a clear and unequivocal perception and definition of what work is, is the source of inordinate confusion and a costly waste of effort.”

Elliott Jaques – Requisite Organization

Foundation Data

Global Job

Library

Talent Acquisition

Performance Management

Succession Planning

Global Data

Opportunities• Short term:– Gather existing job descriptions into

one place, in one format – accessible globally

– Consolidate multiple descriptions– Simplify maintenance

• Medium-term– Integrate with HR systems

• Long-term– Integrate Job Evaluations/Leveling– Integrate with

Performance/Succession

Global Job Descriptions enable consistent hiring and management practices.

Benefit to Xerox: Integration• Integrate with Talent

Acquisition system– Updated, accurate job &

candidate descriptions– Reduced time to create job

postings

Integration

Xerox: Integration with Talent Acquisition

• Data extracted from key parts of the job description

- Position Description- Scope & Main Responsibilities- Candidate Description

– “Ready to export” flag– Reformatted Text to conform to Taleo Requirements

Xerox HRTMS-Taleo Integration




Combines elements from Job Description

into a single description for Recruiting


• Integration Process– Consolidate Job Descriptions into an export file– Daily feed to Talent Acquisition system

• Global Implementation Team–Xerox / HRTMS / Talent Acquisition

JD in HRTMS

Xerox Firewall

Job Posting in Talent

Acquisition

Benefit to Xerox: Multiple Languages

• Requirements:–One job description identifier –

multiple languages–Facilitate process of translation

and validation–Central file of translations for re-

use–Reusable elements in Job

Description master

Multiple Languages

Multiple Languages

Benefit to Xerox: Eliminate Duplication

• Task:– Compare Job

Descriptions in order to create Global Job Descriptions.

• Tools:• Job families• Advanced search

Eliminate duplication

Systems Benefits – Advanced SearchAdvanced Search

Related Jobs

Xerox Summary

• HRTMS Implemented in 2011– Nightly transfer of data to Taleo

• Multiple-Language support added 2012– Translation is in process

• 2013 activities:– Job Evalutions – Succession Integration– Performance Integration


PART 3 – OPTIONAL DEMO


PART 4 – SUMMARY/WRAP UP


Questions


Contact Us

Mitch [email protected]

Bill [email protected]

919.351.JOBSwww.hrtms.com


Attracting Top Talent: How To Prepare Your Job Descriptions To Fuel Your Recruiting Software

Business

rights reserved

bad hiring

supporting

job postings

talent acquisition

managed job

reusable standard

hrtms case

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