Hiring managers often jump right into job descriptions when they have needs. Rather than starting new, they’ll take something that exists and tack on a slew of added responsibilities. This is certainly convenient, but it’s also problematic, especially when the new roles involve emerging fields such as digital marketing.
Division leaders get that they have to engage dynamic markets differently, but in many cases they haven’t defined exactly how they’ll do it. Absent this guidance, and with only limited knowledge of the relevant fields, hiring managers can’t scope or narrow requirements, so they’re forced to cast a wide net. Moreover, they may fail to appreciate how new approaches relate to, and often impact, current practices and distributions of functions, so what’s already on template position descriptions is retained. What results are “laundry lists” that combine all of the old with too much of the new—“super-roles” that are likely unworkable in practice, and also impossible to fill according to the associated standards.
When recruiting for these “revised” positions, the following often transpires:
For every person who works out, there are countless others who don’t, and this puts associations in difficult spots. The market, as we have stated before, isn’t waiting around, and these missteps cause major setbacks that are at best costly to fix, and may lead associations irreversibly down the wrong strategic paths. Put bluntly, it is essential to avoid them.
Tomorrow: Five things you can do to get the right resources to meet modern market demands, and use them to their full effect
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