Sales Recruitment Has Evolved

WHAT MAKES A GOOD JOB DESCRIPTION GREAT

A key part of this evaluation process is drawing up an accurate and succinct job description and person specification, which clearly reflects the post which you choose to advertise.

JOB DESCRIPTION

The purpose of a job description is to set out the main features of the position on offer. It is important to pay close attention to the wording of the job description as it serves several important purposes. The job description:

• Should attract appropriately qualified applicants to fill a vacancy.

• Defines where a post sits in the organisation’s structure.

• Will form part of the legally binding contract of employment between the employer and the employee.

• Can be used for appraisal or performance management purposes with individual objectives being based on the duties and responsibilities in the job description

A JOB DESCRIPTION SHOULD INCLUDE:

• Title: Job title of the position being advertised.

• Accountability: Who the post holder is accountable to.

• Responsibility: Who the post holder is responsible for.

• Location: Where the post holder will be based.

• Purpose of the job: What the post holder is expected to achieve.

• Main duties: A brief description of the post defining the principle areas of responsibility.

• Terms of employment: Hours of work, salary scale, holiday entitlement.

When preparing the job description think carefully about the impression it will give to a prospective candidate. Remember that the information in the job description and how it is presented will convey important messages about the organisation and its ethos and values. Job descriptions which run to several pages and itemise every single detail of the post can be off-putting to look at and may give an impression that the organisation is not good at thinking and planning strategically.

The key to compiling a great job description is to make it comprehensive enough to describe the important aspects of the job, but still be manageable and understandable. To help achieve this write down all the different areas of responsibility which a particular post would be expected to cover. Then group them together under a series of headings and try to write a single statement which covers them all.

For example, the headings relevant to a job description for a Specification Sales Manager working in London, selling a cladding system may include:

• Experience working within London.

• Knowledge of Central London architects.

• Proven relationships with Main Contractors.

• Sold a building envelope product.

• Ability to read a construction industry drawing.

• Provide evidence of a structured approach towards working.

Posts at different levels in the organisation will all have their own particular responsibilities. It is essential that all job descriptions in the organisation fit together into a cohesive plan so everyone is clear about the extent of their own, and other people’s, responsibilities.

PERSON SPECIFICATION

While a job description sets out the responsibilities of a job, a person specification is a profile of the skills, knowledge, experience and aptitudes which a candidate should have in order to fill the post. It should be written so that it gives the applicant a clear understanding of what sort of person the organisation is hoping to appoint. The person specification should list what is required of the applicant under the following headings:

• Qualifications.

• Experience.

• Knowledge and skills.

• Personal attributes.

Criteria in the person specification can be further subdivided into those that are considered essential for the post, and those that are considered desirable.

Essential criteria are those that are critical for the performance of the job and every candidate invited for interview should be able to fulfill these.

Desirable criteria will enhance a candidate’s capacity to perform the duties identified in the job description. However, these are not essential as they could be acquired through further training and professional development after the individual has been appointed.

When drawing up the person specification remember that it is vital not to include any criteria which would lead to unfair discrimination on the grounds of race, religion, belief, gender, age, sexual orientation or disability.

To avoid the possibility of being accused of unfair discrimination it is important to limit the number of criteria which are included on the essential list. This will keep the field open and attract the widest range of potential candidates for any advertised position.

The person specification is a key tool used in the interview process to allow a panel of interviewers to make distinctions between the different candidates being interviewed. For this reason it is very important to set out the requirements in the person specification so they are specific enough to be measurable. This will make it possible to assess one candidate fairly against another. Resist any temptation to change your person specification part way through the appointment process by moving criteria from essential to desirable in response to the interview panel’s reaction to different candidates, as this is inherently unfair.

JUST HOW GOOD AN INTERVIEWER ARE YOU?

At Samuel Francis we aim to make life easier for our clients and we understand that interviewing, especially if it’s your first time, can be a nerve-racking experience!

Remember your preparation for the interview equips you with a number of questions that will help you get to know and evaluate candidates. But there's plenty more to do before, during and after the interview to ensure your success.

To help you feel confident and give you a great chance of hiring the right people, follow this straight forward process:

BEFORE THE INTERVIEW

• Give candidate's time - Once you have reviewed CVs and made your selection, give your chosen candidates at least 2 days notice so they can make the necessary arrangements to get to the interview.

• Explain the interview structure - If they are expected to take tests or bring in examples of their work, don’t forget to tell them so they can come fully prepared. 

• Explain the process - Even before they meet you, let them know how long it will take to make the decision after interview and how many stages to the interview process there are.

DURING THE INTERVIEW

• Put candidates at ease - Interviewing can be stressful, so do your best to help candidates relax. Make sure each candidate is greeted and escorted, if necessary, to the interview location. Start with low-key questions.

• Don't judge on first impressions - We've all met them, people who don't make a great first impression but end up being great employees. To make sure you don't overlook this hidden talent, withhold judgment until you've had the chance to thoroughly evaluate a candidate's capabilities and potential. 

• Tell the candidate a little about the job - While you don't want to dominate the interview time, you should start with a brief summary of the position, including the prime responsibilities, reporting structure, key challenges, and performance criteria. This will help the candidate provide relevant examples and responses.

• Don't be afraid to improvise - Plan your questions, but don't feel you must ask only those you've chosen in advance. Be responsive to what the candidate tells you, and build new questions off their answers.

• Listen - If you are doing most of the talking during an interview, you will not be able to obtain enough information to distinguish between candidates or to determine a candidate's true competencies. A general guideline is to spend 80% of your time listening and only 20% talking.

• Take notes - While you won't want to transcribe everything the candidate says, do write down important points, key accomplishments, good examples, and other information that will help you remember and fairly evaluate each candidate. An interview guide, prepared in advance, will make note-taking easier and give you a structure for capturing key information.

• Invite candidates to ask questions - This can be the most valuable part of the interview. Why do they want to be here? Is it the challenge of the job, advances in the industry, or something specific about your company? Or is the candidate fixated on salary, benefits, and time off? If the candidate has no questions this should be a red flag, especially for senior-level employees. Make a note of what the candidate asks, and be sure to follow up if you can't provide the answer immediately.

• Follow legal interviewing guidelines - It is critically important that every interviewer at your company understands and follow legal hiring guidelines. The easiest way to keep your interviews fully compliant is to ask only questions that relate to the job, eliminating the potential for bias by not introducing questions or scenarios that will elicit irrelevant information.

AFTER THE INTERVIEW

• Let candidates know – A regular complaint of many job seekers is that they are not advised of their success, or failure after an interview, or they are promised feedback that never carried out. If the candidate is suitable, be clear about what the next steps will be. If the candidate is not suitable, advise them quickly as a matter of courtesy.

• Compare notes and reach a consensus - The post-interview evaluation is the time to compare notes and advance the employment decision. Each interviewer should be prepared to support remarks and recommendations with specific examples and notes from the interview. 

• Deepen the questions as you narrow the field - Subsequent interviews with finalists are valuable opportunities to learn more about them. Consider recreating a real business challenge the individual would be facing.

The job market is always competitive when looking for good people. Companies need to realise that they are selling themselves as much as candidates are. It's important to treat people with consideration during the interview process.

Your interview process reflects the value your company places on each candidate and, by extension, each employee. Be a good ambassador for your company by conducting a professional interview, communicating honestly, and basing employment decisions on an honest evaluation of each candidate's capabilities. Not only will you make great employment decisions, but you'll build goodwill and enhance your future recruiting efforts. 

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