Start with the End in Mind
Have you ever hired anyone who interviewed really well but then wasn’t a great performer once they were in the job? Unfortunately, this happens all too often, and is usually the result of a process problem rather than a people problem.
How does this happen? Lack of clarity regarding what the job actually will do and the skills required to do them is a factor. However, if you want someone to be successful in a job, you need to be able to clearly describe what success looks like – and often, that’s what’s missing. And it’s missing throughout the entire process.
"To reach a port we must set sail. Sail, not drift; and act, not talk." - Franklin Chang-Díaz, Costa Rican-American astronaut and physicist
The key is alignment. A well-written role description will provide key information:
Why the role exists
Who the role serves
What the role does (key responsibilities and duties)
What the role needs (e.g., subject matter expertise, interpersonal strengths, financial and resource management)
Other key aspects (e.g., overtime status, remote/hybrid/on site expectations, supervision given and received)
Based on all that information, anyone reading the role description should be able to envision what it would be like to do this work well, with meaning and purpose. And to determine if they have the ability to do the work.
But the role description is just the beginning of a process that requires alignment from start to finish. Here’s what that looks like:
Based on the role description, the job posting and ads are developed. They convey the same essential information clearly, precisely, and concisely.
The candidate evaluation matrix for assessing candidates is based on the role description, reflecting the expectations that have been conveyed to potential applicants. The matrix may have two versions – one for initial screening and one for interviews.
The interview questions are also aligned with the matrix, so you’re asking questions that provide you with specific information about what’s required in the role as well as fitting into the evaluation matrix.
Reference questions are similarly aligned, so the information you’re provided gives you insights into the experience, knowledge, skills, and abilities of the candidates.
Once your new employee begins work, their onboarding will be aligned with specific expectations so they’ll learn how to perform the duties in your organization.
Performance feedback discussions and evaluations will also focus on what’s needed to be successful in the job, providing clear descriptions of what great performance vs. good performance looks like.
Finally, ongoing development goals will enable the employee to grow into the more complex aspects of the role.
This structural alignment ensures that each candidate has a comparable experience during the hiring process, as well as providing structure for learning and growth once they’re on the job.
When each step in your hiring and employee development process is aligned, you not only increase your chances of making the right hire — you also set your employees up for long-term success. If you're ready to bring more clarity, consistency, and purpose to your hiring and talent practices, I’d welcome the opportunity to talk. Let’s connect and explore how I can support your organization in building strong foundations for performance and growth.
Nicole Norian is the founder of Chrysalis HR Consulting, an experienced HR leader, and a certified executive coach. With over three decades of HR expertise and a deep commitment to helping individuals and organizations thrive, she has dedicated her career to empowering leaders and fostering dynamic, mission-driven cultures.