As the COO of Hot Spots Movement, a research company specialising in understanding what the future of work will look like, I spend a lot of time thinking about jobs – both at a global level and with regards to my team. Frankly, I’m increasingly thinking that job descriptions are a waste of time. With work becoming far more task and project-based, traditional job descriptions feel too static and only marginally helpful in understanding what an employee contributes and how he or she can develop to bring even more value to the organisation. I’d suggest we arrest the time robber that job descriptions are, in favour of focusing on competencies, tasks and projects.
At Hot Spots Movement, we think that rather than expecting candidates to fit job descriptions, organisations and managers should focus on building roles around employee capabilities and potential. And we actually walk the talk: when we recruit, we look for candidates with capabilities, specific skills and a mindset that roughly address the needs within our team, and we then swiftly move on to continually identifying what they are good at. Defining their role based on those factors rather than a pre-existing job description seems to be a far better approach. Not only are project portfolios easier to change than people and more easily support my preferred approach of building on strengths than remedying weaknesses, it’s also an approach that can unveil unsuspected skills and aptitudes. And in this day and age, it’s important that roles can evolve easily over time to move in line with employee life stages rather than follow a set career route.
One of the core differences between this approach and traditional job-description-driven recruitment and development is the fact that it shifts the focus away from ticking boxes on a list of short-term wants. Instead, it encourages looking for a strong match between personality, purpose and values of the company and the candidate – a firm basis for a long-standing and productive relationship between employer and employee.
This type of fluid approach is often associated with smaller, newer workplaces – but there’s no reason it wouldn’t work in a big organisation. What matters is whether the line manager is able and willing to implement it.