What are unknown reasons

Dear group members,

Today I would like to look at another aspect that can make job advertisements the cause of a loss of image: unknown qualification requirements.

Basically, it is only natural that different tasks require different qualifications. In doing so, I consider the awareness of the balance between the task and the qualifications required for it to be extremely important. Based on the example in my post from May 11, 2017 it becomes clear that this balance often does not seem to exist.

I still read tenders with great regularity, the qualification requirements of which are about as balanced with the tasks to be performed as a "happy meal" has in common with a healthy diet ...

Depending on the sub-area, it can happen that, based on the task description at hand, it is difficult for laypeople who are not familiar with the subject to deduce which qualifications are required to fully perform the tasks described.

Incidentally, in my perception, it is not part of the expected qualification of a HR manager to have this kind of specialist knowledge, ideally for all departments.

A completely understandable, albeit very dangerous consequence of a lack of specialist knowledge about the task and qualification:

“Simply demand all or the highest qualifications. Somehow the needed ones will be there. "

Aiming high, scoring low is a strategy with a certain potential for success.

Even if the thought cannot absolve itself of a certain causality from a very global point of view, there is most likely (at least) one crucial problem: budget.

Anyone who calls for “Cristiano Ronaldo” in the tender should be aware that a “Markranstädt FC salary” is probably a bit tight ...

In my opinion, one possible explanation for this strategy can be found in what is known as “generalism”. If you ask me personally for an opinion on this, I have the guiding principle of one of my mentors ready when I am training:

"If you want to be able to do SOMETHING of everything, Wagner, that means that you will not be able to do anything right."

I am well aware that I am stepping on the feet of some with this opinion. And that's what I stand for.

In my world, “generalism” is the direct opposite of “specialization”.

And that in turn means that absolute “generalism” is the end of expert knowledge and ability in the long term.

In other words: long live mediocre thinking, acting and being!

Granted, I'm drawing a black and white thesis here.

And it is quite clear to me that complete specialization is not required in all sub-areas. What matters to me is a meaningful understanding of generalism. But especially a healthy instinct in relation to the practical (or practicable) use.

The thought “everyone should be able to do everything” is not only complete nonsense, but on closer inspection it is even worse: inhuman.

In my opinion, anyone who has such a high level of demands on their workforce should seriously consider changing their field of activity ...

In order to close the circle to the unknown qualification requirement again, it is important to be able to name and differentiate required qualifications individually. As mentioned earlier, I don't think that this has to be HR's job. On the contrary, the respective department in question is challenged; after all, this is where the expert knowledge is available - both on task details and on appropriately balanced qualifications.

And if it does come to the point that something completely new is needed or sought and actually no contact person within the organization can conclusively assess the question of qualifications, I believe there are three ways to counter this:

1. Use swarm intelligence and develop the necessary qualifications in a meeting with a sensible selection of different competencies and experiences

Advantage: many perspectives and experiences, increased motivation and team cohesion

Disadvantage: time-consuming, a lack of expert knowledge endangers the result

2. Research by the department, HR & Management

Advantage: (relatively) inexpensive, increase in individual skills

Disadvantage: time-consuming, a lack of expert knowledge jeopardizes the result

3. Consult external experts

Advantage: efficiency, effectiveness and secure results thanks to expert knowledge

Disadvantage: possibly (high) costs

Regardless of whether there is expert knowledge or not, the formula described in the last article "Why is what exactly how to do and what result is expected", in my opinion, also provides some very useful answers to the question of the required qualifications. It therefore always seems to me to make sense to first edit the formula and only then decide whether and if which further steps may be necessary.

How do you see it

Best regards,

Yours Sascha A. Wagner