| RETHINK YOUR JOB DESCRIPTION I recently assisted a company in revising a job description to incorporate more inclusive language. Job descriptions are a key component in attracting top technology staff. Unfortunately, organizations often overlook opportunities to refine job descriptions and instead focus on filling the position as soon as it becomes available. As a former Chief Technology and Information Officer of a large school district, I wholeheartedly know the temptation to just go to the electronic file folder, pull out the old job description, update the deadlines and dates, and hastily post it so that you can begin reviewing the resumes that you anticipate receiving. Sometimes your need to fill a position outweighs the time you have to rethink the job posting. |  |
I encourage you to pause at this crucial first step in the hiring process. There’s no rule that the role must be refilled exactly as it was, with the same skills and dispositions as the person who just left our team. Each vacancy is an opportunity for continuous improvement and even reinvention for your team. Why not take advantage of it?
You might want to ask yourself and your team:
- What are the current strengths and talents of our existing team members?
- Where are the gaps we could address differently?
- How might this role evolve to meet the organization’s future needs?
| Think of the people on your team as pieces of a large jigsaw puzzle, and consider how you can fit them together so that their work is optimized, they feel supported by their workmates, the team works cohesively, and creativity can flow. You may have already tapped into some hidden talents of your existing workforce that allow you to reconfigure your team and build your new job description to identify the skills and aptitudes that are missing. Here’s an example: In one of my former job settings, we discovered that one of our hardware deployment team members had outstanding spreadsheet skills. |  |
He could create functional pivot tables or self-scoring rubrics with all the key variables in an instant. As we looked to expand our help desk team, we realized we could reduce the need for the new position to include spreadsheet skills and instead focus on finding a candidate with outstanding interpersonal skills to assist over the phone or via email patiently. By consistently assessing your current team members' talents, you can better identify and request the skills and dispositions required for the new position to meet your organization's needs.
Think of the people on your team as pieces of a large jigsaw puzzle and consider how you can fit them together so that their work is optimized, they feel supported by their workmates, the team works cohesively, and creativity can flow. You may have already tapped into some hidden talents of your existing workforce that allow you to reconfigure your team and build your new job description to identify the skills and aptitudes that are missing. Here’s an example: In one of my former job settings, we discovered that one of our hardware deployment team members had outstanding spreadsheet skills. He could create functional pivot tables or self-scoring rubrics with all the key variables in an instant. As we looked to expand our help desk team, we realized we could reduce the need for the new position to include spreadsheet skills and instead focus on finding a candidate with outstanding interpersonal skills to assist over the phone or via email patiently. By consistently assessing your current team members' talents, you can better identify and request the skills and dispositions required for the new position to meet your organization's needs.
Many edtech leaders have been discussing the shortage of applicants for the technical positions they’re seeking. I am hearing leaders’ desire to build a diverse team that reflects the faces of the students they serve. It can be challenging to attract people to the field of educational technology, as not everyone identifies themselves as a technologist. Take this opportunity to diversify your workforce. Research shows that the more diverse a workforce is, the better it performs in problem-solving and innovation: Link. By adjusting the job description you post, you can open the door to a broader range of applicants and find key people who can help your team excel in this increasingly demanding edtech landscape.
USE INCLUSIVE LANGUAGE
Once you have named the position you are seeking, think about the job requirements, essential skills, and preferred, but not necessary, skills that will be needed to do the job. When we say 'essential skills,' we mean the skills required from day one. Leave the remaining skills in the nice-to-have category. Phrase those extras as opportunities to grow into rather than complex barriers.
Words can entice or scare away potential candidates. The use of technical language, which could be considered “insider” language, and acronyms may cause some job seekers to disqualify themselves because they feel they lack experience in those areas. Prefacing your list with your organization’s willingness to train and support the right candidates through on-the-job learning can help attract non-traditional talent and mentally prepare them for an interview with your supportive, nurturing organization. In the case of a school district job, non-traditional talent could include, but is not limited to: teachers, paraprofessionals, library/media specialists, lunch service personnel, front office personnel, facilities staff, nurses or health aides, or guidance counselors.
Use neutral, welcoming, inclusive words in the job description, such as collaborative, innovative, adaptable, motivated, or curious. Avoid words that promote a power culture, like rockstar, ninja, dominate, aggressive, fearless, or killer instinct. Enhance readability by using short descriptive paragraphs with bulleted lists, making them easy to scan.
Words can entice or scare away potential candidates. The use of technical language, which could be considered “insider” language, and acronyms may cause some job seekers to disqualify themselves because they feel they lack experience in those areas. Prefacing your list with your organization’s willingness to train and support the right candidates through on-the-job learning can help attract non-traditional talent and mentally prepare them for an interview with your supportive, nurturing organization. In the case of a school district job, non-traditional talent could include, but is not limited to: teachers, paraprofessionals, library/media specialists, lunch service personnel, front office personnel, facilities staff, nurses or health aides, or guidance counselors.
Use neutral, welcoming, inclusive words in the job description, such as collaborative, innovative, adaptable, motivated, or curious. Avoid words that promote a power culture, like rockstar, ninja, dominate, aggressive, fearless, or killer instinct. Enhance readability by using short descriptive paragraphs with bulleted lists, making them easy to scan.
| While you may require some specific certifications or degrees, consider providing equivalent experience on a similar job, or be explicit about giving time for the right candidate to earn the accreditation while working in their new position with your team. ou want to highlight opportunities for learning and growth, rather than the day-to-day demands of the job. List the pay range to show your commitment to pay equity. |  |
Many organizations have identified their strategic directions, which are often included in their job descriptions and in their inclusion and belonging statements. Lines such as “ let candidates know that you are seeking talent from everywhere, not just certain groups. Make an effort to showcase your commitment to mentorship, training, and flexible work policies because investments in human capital matter deeply to many underrepresented groups. If the job offers flexible working hours or remote/hybrid options, be sure to highlight these benefits, as many potential non-traditional employees may be drawn to the opportunity.
Like any critical document, have your team review your job description draft, as well as at least one person from outside your department/team who can provide a "sniff test" on whether the description sounds too technical or biased. You have one chance to make a first impression on potential applicants as they decide whether to apply for the position. You want to ensure the job description is as good as it can be.
In my next post, I will identify potential places to post your “help wanted” job description. We will also discuss key school personnel to encourage them to apply for IT positions and outline strategies for encouraging non-traditional applicants to apply.
Like any critical document, have your team review your job description draft, as well as at least one person from outside your department/team who can provide a "sniff test" on whether the description sounds too technical or biased. You have one chance to make a first impression on potential applicants as they decide whether to apply for the position. You want to ensure the job description is as good as it can be.
In my next post, I will identify potential places to post your “help wanted” job description. We will also discuss key school personnel to encourage them to apply for IT positions and outline strategies for encouraging non-traditional applicants to apply.