A job posting tells you what an organization wants you to know. It can also tell you what the organization has—and has not—figured out. Before you apply, read beyond the list of responsibilities. Look for evidence that the organization has thought carefully about the role you would be entering. Can You Tell Why the Role Exists? Strong postings give you some sense of why the organization is hiring. Is the team growing? Is this a new position? Is someone being replaced? Is the

Board recruitment should not begin with who you know. It should begin with what the board needs to be able to do. Many boards recruit by profile: “We need an attorney.” “We need an accountant.” “We need someone who can fundraise.” Those characteristics may be useful. But they are not yet a governance strategy. Start With the Organization Ahead What will this board need to govern over the next two to three years? The answer may be different from what the board needed two years

“Hybrid” is not a work arrangement until everyone knows what it means. Too often, organizations select a label first and explain the actual expectations later. That creates avoidable frustration for candidates and employees. Before you post the role, define the arrangement. If the Role Is Hybrid Answer: · How many days are onsite? · Which days? · Who decides? · Are there organization-wide anchor days? · Can employees choose different days week to

A job description is not a list of everything someone could possibly do. Too many job descriptions begin with an old document, a list of tasks someone is already carrying, or a collection of responsibilities that no one else wants. Start somewhere else: What does the organization need this role to accomplish? A strong job description should help a candidate understand not only what they will do, but why the role exists, what they will own, where they sit in the organization,

A capacity problem does not automatically require a new employee. Hiring is one way to create capacity. Sometimes it is the right one. Sometimes organizations turn a temporary, specialized, poorly defined, or leadership-level need into a permanent position simply because employment is the staffing model they know best. Before you write the job description, ask: What kind of capacity do we actually need? When an Employee May Make Sense Employment may make sense when the work i

An interview is not a vibe check. The purpose of an interview is not to determine who everyone enjoyed talking to most. It is to collect enough relevant evidence to make a sound hiring decision. That requires deciding what you need to learn before the candidate walks into the room. Start With the Decision Before writing questions, identify the capabilities that genuinely distinguish someone who can succeed in the role. · Judgment · Prioritization · Technical

Onboarding is not orientation. Payroll paperwork, passwords, a handbook, and introductions can get someone into the organization. They do not necessarily get someone into the work. Good onboarding transfers the information, relationships, authority, context, and expectations someone needs to become effective. And it begins before Day One. New Employees Do Not Need a Perfect Organization They do need an honest one. Sometimes someone is being hired precisely because a function

Talented people can strengthen an organization. They should not be expected to compensate indefinitely for structural problems the organization has not addressed. Before you publish a position, there are decisions the organization should be able to make. This is not an administrative checklist. It is a readiness test. The Role Can you answer: · Why does this role need to exist now? · What work will move from someone else to this person? · What will they actu

Your budget does not determine what a job is worth. It determines what your organization can currently afford. Those are two different questions. Compensation decisions sit at the intersection of the role, the market, the organization, and sustainability. Good compensation planning considers all four. Start With the Work Price the role you are actually asking someone to perform—not the title you hope to use. Consider: · What decisions does this person make? · What