Have you heard of ‘invisible ink’ before? If I have worked on a job brief with you, I would have used this expression. At EST10, it is a commonly used phrase—one that has become a significant concept and part of the way we operate.
The Collins dictionary describes invisible ink, as ‘a liquid used for writing that does not become visible until it has been treated with chemicals, heat, ultraviolet light, etc.’ Consider us as your ultraviolet light. We highlight and unveil what the ordinary recruiter might not see.
The invisible ink for a job description (JD) refers to the parts of the job brief that are critical but not written down or, worse, not even captured in the verbal briefing. Typically, it pertains to the cultural fit with the team, the Manager and the business. I often bring up the invisible ink question after spending considerable time going through a written job description. I then ask, ‘and what’s not on the JD that we need to know?’
While each stage of the recruitment process is significant, the job description is at the core—whether written, verbal or assumed.
Finding the right candidate for your vacancy is an important task and has a high cost attached to it—that of time, resources, energy, cost of the empty seat, not to mention the combined hours of contemplation. If you need to replace the role, then your investment into the process is even greater.
Whether you are recruiting yourself, utilising your internal team, or have engaged a trusted agency, it makes little difference if you end up with the wrong hire. The same goes for the person hired, they will be disappointed, likely have their confidence fractured and be back looking for another job.
The JD is not a ‘wish-list’, nor is it an ‘add on’—like a McDonald’s meal deal order—‘do you want fries with that?’. Whilst I am an idealist when it comes to fulfilling dreams, the JD is not the place for it. The job description is the realism of the job, not your beliefs and desires, but the facts and tangibles.
Once we understand the realism/the authenticity of the job, we have a clear picture and path and can deliver your ideal candidate.
As a result of the changes brought up by the pandemic, we are witnessing an evolution when it comes to traditional job roles. As such, the art of capturing these developments (or actions) in a JD is vital.
This is where the EST10 ‘invisible ink’ comes into the recruitment process. The invisible ink is the clincher—the deal maker, the closer.
This is when the person briefing us becomes more animated, enthused, passionate, and we get to the crux of the role. This also allows for our matching ability to come into its own.
Without the invisible ink component, it is all beige. We need colour to bring your role to life. You may be surprised what turns out to be crucial, but has been not included on the JD.
Understanding the big picture of why these requirements are critical provides us with a story, bringing your job and brief to life. For example, the ‘high care factor and pride’ related to an environment that was high performance. The coachability factor was due to a tech start-up environment, with changing parts every day. It required someone to be in a constant learning phase and take direction and feedback.
None of these elements were on the written JD.
If you are a candidate, you want us to ask the invisible ink question too, because this is the nitty-gritty, the information that may not come about until after you have started.
Just like there is so much more to you than your resume, there is so much to the job than the written job description. As a candidate, we never just send you a job description—we always talk you through the role to make sure you have the whole picture, invisible ink and all.
Staff turnover is a waste of time, resources, and energy—none of which we have the right or luxury to exercise in todays’ times. Yet, staff turnover seems to be a pandemic of its own, the same as our talent shortage. By implementing some refinements and practice to your recruitment process, you can minimize and quickly eliminate the recognizable risks and traps.
At EST10, we measure everything. As the old adage goes: you can’t manage (or improve) what you can’t measure! In our analysis of all our placements, we can confirm that when we meet with the decision-maker or hiring manager, everything falls into place. It’s the decision-maker or hiring manager who provides us with their invisible ink. This can never be done at the same level by a third party or just with the provision of a written job description (that’s a whole other blog- ‘lost in translation’?).
Not only does the process run smoothly, but also efficiently and timely- saving you and your business, precious time, energy, and resources.
Uncovering the invisible ink is the necessary methodology for our clients, our candidates, and for us in being professional recruiters.
If you are recruiting right now, consider the invisible ink for your job description. What is the deal maker or breaker?
‘It is only with the heart that one can see rightly; what is essential is invisible to the eye.’ The Little Prince
Roxanne Calder
As Founder and Managing Director at EST10, Roxanne has an all-encompassing role that includes building and growing the business, as well as actively recruiting and consulting.
After completing a Bachelor’s Degree at Monash University, Roxanne began her recruitment career with renowned recruiter Julia Ross. From there, Roxanne worked in HR and recruitment with a number of global players and boutique businesses throughout Australia, the UK, Singapore and Hong Kong for over 20 years. She has been responsible for managing large teams and projects, implementing RPO models, managing and assisting businesses to an IPO and assisting companies in setting up their recruitment teams and processes.
Following completion of her MBA at the Australian Graduate School of Management, Roxanne launched EST10 in July 2010. In doing so, she hoped to combine the flexibility and high touch service levels of boutique agencies with the structure and strategy afforded to larger firms. Roxanne believes in high-touch, high-care consulting and is always on the lookout for consultants that share this vision of recruitment.
As Founder and Managing Director at EST10, Roxanne has an all-encompassing role that includes building and growing the business, as well as actively recruiting and consulting.
After completing a Bachelor’s Degree at Monash University, Roxanne began her recruitment career with renowned recruiter Julia Ross. From there, Roxanne worked in HR and recruitment with a number of global players and boutique businesses throughout Australia, the UK, Singapore and Hong Kong for over 20 years. She has been responsible for managing large teams and projects, implementing RPO models, managing and assisting businesses to an IPO and assisting companies in setting up their recruitment teams and processes.
Following completion of her MBA at the Australian Graduate School of Management, Roxanne launched EST10 in July 2010. In doing so, she hoped to combine the flexibility and high touch service levels of boutique agencies with the structure and strategy afforded to larger firms. Roxanne believes in high-touch, high-care consulting and is always on the lookout for consultants that share this vision of recruitment.
