The minimum requirements trap

Job descriptions are the foundation of compensation and talent acquisition. Their accuracy is critical to ensuring the right talent is found. That being said, I don’t know many hiring managers who like writing job descriptions!

There are two essential elements that hiring managers and their recruiters must align on before starting the recruiting process: 

- Related years of experience

- Education

These set the parameters for the candidates you want to talk to – and they’re used to weed applicants out. And if your organization is subject to EEOC, your recruiters cannot show you candidates who don’t meet the minimum qualifications in the job description.

I can’t count the times I’ve had a hiring manager call me about the “perfect” candidate that the recruiter did not send them – only to find the reason was that the candidate didn’t meet one of the minimum qualifications defined by that same hiring manager.

Here are a few things to consider as you establish these important qualifications. 

The related years of experience should be the absolute minimum experience someone should have before starting in the role. If it is an entry-level role, 0 is appropriate. 

When setting education requirements, think about the minimum education needed to do the job. If a bachelor’s degree is required, state that. But, if an associate degree would be acceptable for the right candidate, check that box instead. 

Most importantly, consider how these experience and education requirements can work together. For example, the job description could say “a bachelor’s degree OR an associate degree with 2 years experience” or “4 years experience in lieu of a degree.” 

Including options on how candidates can meet the qualifications will cast a wider net, bring more people into the process, and make your recruiting more inclusive. Keep in mind that applicants may take a variety of paths to your role. It’s important to be flexible upfront to allow them in the door so you’re able to evaluate them and hire the best person for the job.

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Get back to the basics

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The future of TA: Building sustainable talent pipelines