Ad Creation and Market Benchmarking

The Manager-HRM Alignment for the Advert

A fundamental recruiting mistake occurs when the area manager is not involved in the creation of the job posting.

It is imperative that the manager actively meet with HR to define the precise content to be posted.

The process should begin with a review of the existing job description.

This document will most likely require updating, adding or deleting functions to reflect the current reality of the role, rather than what it was months or years ago.

This initial alignment is vital to ensure that the candidates shortlisted by HR actually meet the manager's specific expectations, and ensures that the new employee receives an updated document of their responsibilities upon entry.

Defining Key Job Components

For the advertisement to be effective, the manager must clearly define three key questions: What activities will the person perform, what minimum requirements must be met, and what employment conditions (advantages and disadvantages) are offered.

The manager must communicate to HR which of these requirements are critical (non-negotiable) and which are desirable. Most importantly, he or she should identify situational or temporary needs.

For example, if the department faces a backlog of projects that must be resolved in the next six months, the advertisement should explicitly request experience in coordinating simultaneous projects, even if this is not part of the standard job description.

Market Benchmarking (The Reality Check)

Before posting the defined ad, it is crucial to conduct a comparative market analysis.

This involves searching for the position to be offered on job boards and reviewing what compensation and requirements other companies are asking for similar roles.

This exercise forces the organization to ask itself: Is the salary we are offering competitive? Are the requirements we are asking for realistic?

If, for example, you are looking for a developer with two years of experience, but discover that the market is offering twice the budgeted salary, the company faces an inescapable decision: it must either adjust the requirements (ask for less experience) or adjust the compensation (offer more money) in order to compete.

Writing the Ad (The "Sales Speech")

The content defined and validated by the benchmark forms the "sales pitch" for the position.

The advertisement should be clear and concise, including at a minimum the name of the position, the main activities and the minimum requirements.

However, to be truly effective, the ad must "sell" the position, and this requires honesty about the advantages and disadvantages.

The advantages should be sincere and specific: instead of clichés such as "growth opportunities" (which may not be realistic in the short term), it is better to mention tangible benefits such as "flexible hours", "work from home option" or "canteen service".

Likewise, mentioning the disadvantages (such as "extended hours at month-end closings" or "manual resources" ) frankly, but without scaring the candidate, helps to filter and prevent future turnover of staff who were not prepared for that reality.

Summary

A fundamental mistake is the misalignment between the manager and HR. The manager must meet with HR to update the job description and define the real needs. This initial alignment is vital to attract the right candidates.

Before posting, a "benchmark" of the market is crucial. Review the compensation and requirements of the competition. If the offer is not competitive, the company must decide whether to adjust the salary or adjust the requirements.

The advertisement is a sales pitch. It should be honest about the real advantages as well as the disadvantages, such as extended hours. This candor helps screen candidates and prevents future turnover.