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Write a "Sick" Job Description, Not a Dead One
Just as one can sense personalities by the words people use to describe themselves on their online profiles, one can often sense the spirit and culture of an organization by the way the company pitches itself in a job description. You might be thinking that in this economy, why try so hard? You may have dozens of applicants for every open position. But are they the right applicants? The talent is out there, but if you don’t capture the interest of that ideal applicant from the start, you may end up with someone who isn’t a good fit for the organization in the long run. So how do you write a good job description?
Think about the language that will attract the recruits whom you’re targeting. A canned job description won’t capture the hearts of professionals seeking more than just a paycheck. You need to provide them with a vision that honestly demonstrates what you’re looking for and what your firm is about. Stodgy, bureaucratic-speak in a job posting will cause a complete disconnect. The best candidates want to have a crystal clear picture of the culture and opportunities when they walk into the interview.
Asana, for instance, is a company that gets it. Its leadership team is comprised of former Google and Facebook engineers who use the language that inspire them in order to attract a dream team of recruits who are similarly inspired. A Millennial described the postings to me as "sick" (which is a good thing).
Surprisingly, Asana’s website does not boast fancy scripting, videos or Flash – just a plain white background with dark text and a few photos, links and tabs. But don’t be fooled by the no-frills interface and the laid-back language. This company seeks leaders, engineers and investors who are talented and dedicated enough to hold their positions in the big leagues.
Check out Asana’s "sick" job descriptions. They are worth the read.
- The Engineer who is capable of ‘great feats’ of software and "who derives joy from both abstracting and refactoring".
- The PM that will do "whatever it takes to make the Asana product useful, successful, and inspiring" and that has enough technical skill to have "pulled an all-nighter writing code".
- The Businessperson with "monomaniacal execution ability" and "contagious excitement".
In addition to the role-specific requirements, Asana sets out clear expectations for its team members. These include:
- Fearlessness
- Working outside your comfort zone
- Love of work as an end in itself (not just as a means toward an end)
- The ability to admit when you’re wrong
- Being a mensch!
The closer is that Asana regards its company culture as a benefit, and includes that among its perks. Here is how they describe them:
- Small company with respectful, rational, chill (laid-back)peers. We are as dedicated to building a great culture as we are to building a great product.
- In-house yoga. Every week we do yoga as a group, including 1-on-1s with a private instructor. (Optional, but pretty awesome.)
- Organic home-cooked meals twice a day.
- Three 30" monitors. Actually, we let you spend up to $10K on your setup, however you think best.
This language demonstrates that the leaders of this company know who they are, believe in what they’re doing, and expect to be successful. Isn’t that inspiring? The bottom line is this: If you want to hire a boring employee — someone who will show up to do what they are supposed to do and nothing more — write a boring job description. But if you want to hire someone who’s inspired to go beyond what it takes to just get the job done, then write something more compelling, and make sure that you deliver on your promises!
 Marjii Middleton
is the Center’s
Project Manger
Case Study Help! I am caught between a younger supervisor and my co-workers who don’t feel they can report to someone half their ages. I am as old as they are, but just don’t see the problem. The sniping and the heated discussions are killing our productivity. Our supervisor is not the most patient person but has tried to connect with us for the month she’s been on the job. She’s obviously being watched by those above her. My peers know this and seem to be hoping that she fails. How do I navigate between standing apart from my resentful peers and not looking like I am kissing up to the boss?
From what you describe, my sense is that you understand the dynamics of the situation. In my experience, the reasons for this resistance and sniping can be several. First, there is always natural uncertainty about a new boss. "How will that person compare to the previous one? Will we get along? Will I be allowed to do my job the way I like?"
Second, the age of a younger supervisor is sometimes perceived as connoting a lack of maturity and experience. By not sharing the same generation, there will always be a bit of a disconnect. If some of your peers perceive this person through the same lens as their children, then this new person may be saddled some baggage associated with their kids.
Finally, being assigned to a boss who is significantly younger is generally interpreted as a defining point in how far people will advance in their careers. For those of us who are not ready for retirement and desire to remain active, this can be something that requires emotional adjustment.
All that said, the actions of your peers are clearly inappropriate. While you have to work side by side and listen to their comments, I would be careful to refrain from joining in. I can understand the pressure your supervisor feels from above. Her bosses are probably curious about how she will handle this responsibility. When the opportunity presents itself, I would mention to her that you are disappointed in the behaviors around you. Let her know that you have empathy for the situation she’s in.
At the same time, mention that you feel somewhat caught in the middle. You should only need to say it once. I would like to think that she will express a little appreciation for your effort in helping to clarify the situation. Over time, most of these situations have a way of resolving themselves and the last thing you want to do is choose sides.
The Influence of Influencers
Eight years ago, in 2002, I developed a couple of Power Point slides to show audiences the explosion in influences our nation had seen between those growing up just after World War II and the beginning of the new millennium. At that time, the most critical impact was the beginning of digital technology. The most prominent of these was cellular phones. Not smart phones with all kinds of bells and whistles. Just "dumb" phones with which you could only make and answer calls. Since then, I have been adding at least one new technological development/influence every couple of months. Today the length of the original list has doubled. Is it any wonder that parents, teachers, managers and others feel like they are competing for share of mind with the Millennial generation? While I would be the last to begrudge young people their technology, I wonder constantly about the impacts, both positive and negative, that it is having on their brain development, maturity, and critical thinking. Ask yourself, "What can I do to mitigate the impact of technology that seems to be so all engrossing to those coming of age today?" I have included the original lists from 2002 and the ones that I am currently using in presentations on the Center’s blog. Read the post and add other influencers to the list.
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December 2010
Issue 122
Deal of the Decade
(or the Boss it Out of Town) Sale!
The boss is out of town and left us in charge. We thought we’d impress him by offering you — his favorite clients — the best deal of this decade on your favorite products. So . . . we’re offering you not one. . . not two . . . but three of your favorite products at more than half off of their normal retail price!
It’s the giving season, right? Well, give yourself the gift of great training! For a limited time, you can purchase Generations, the Center’s complete self-guided instructional program, along with I Remember When, the Center’s generational trivia challenge, for only $199.95. We’ll even include our book, Crossing the Generational Divide, for free! AND we’ll will ship everything to you . . . at no cost! That’s more than half off. . . $450 worth of our three most popular products along with shipping — all for a total of $199.95!
Perhaps you feel that you’ve learned a lot of about this whole generation thing from watching one of our video programs or attending a live event. Now what? Now it’s time to test your understanding and practice what you’ve learned! These products are designed to help you apply your new skills in simulation.
Generations is a complete program that fosters understanding and provides practical tips for working productively with those around you. The disc includes two hours of instruction in 20 video segments that you can use as a stand-alone course, or as a part of a larger training program. The 10 video case studies help you apply what you’ve learned by simulating real workplace scenarios. Filled with practical solutions and strategies, you’ll complete this "course on a disc" with new tools for skillfully relating to the four generations.
Then have fun challenging your generational savvy by playing a few rounds of I Remember When: The Generational Trivia Challenge. Designed to promote awareness of the age diversity within your organization, this a great way to encourage generational synergy and bonding among your age-diverse staff. Use it during training to add fun and discussion to the content. Simply insert the disc into your computer, enter the team names and preferred settings, and the game does the rest!
Finally, reinforce your understanding in a different way by reading Crossing the Generational Divide, and working through the case studies and questions. Use it as a reference to look up demographics and terms.
Purchase Generations and you’ll receive I Remember When, Crossing the Generational Divide, and shipping free! Purchase I Remember When and get Generations, the book, and shipping, free! Hurry, this is the best buy-one get-one deal that the Center has ever offered, and it’s only good while the director is out of town (or until Dec. 31).
The number of co-habitating households (partners of opposite sex living together without being married) nearly doubled in the last 20 years.
Pew Research Center, 2010
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