BEP 402 - Recruiting 1: Identifying Needs

Hello and welcome back to Business English Pod for today’s lesson, the first in a
two-part series on recruiting. In this lesson, we’ll focus on identifying your
recruiting needs.

The world of human resources has changed dramatically over the past few years.
There is more movement in the workforce than ever before, with many people
retiring, starting new careers, switching jobs, and reevaluating their priorities. And
this kind of movement isn’t likely to stop. The latest generation to enter the
workplace have very different values than their parents, and it feels like the days of
employee loyalty are officially over.

So how can individual companies deal with these shifts? Well, many HR
professionals will tell you that you need to “always be recruiting.” This approach
involves a change in mindset for many businesses. It’s about constantly thinking
about your changing staffing needs, adapting your systems and approaches when
necessary, and strong networking.

A big part of smart recruiting involves identifying your changing needs. When you
sit down to look at a role, you might start with an overall description. But then you
need to assess changes to the role and compare new needs against former role
descriptions. As you build a new job description, you should also ask whether there
are skills gaps on the team. And you should develop a general picture of your ideal
candidate.

In today’s dialog, we’ll listen to a conversation between Josh, Steph, and Maya.
Josh is a marketing manager looking to hire a new brand manager. Steph is an HR
manager, and Maya is in charge of recruitment. Together they’re working out how
the brand manager role should look.

As you listen to the dialog, try to answer the following questions:

1. What kinds of changes to the role does Josh describe?

2. What specific skills does the team lack that can be a part of the changing brand
manager role?
3. How does Maya describe the ideal candidate for the position?

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Vocabulary

Broad terms: General ideas or words that cover a lot of different concepts. “Before
we get into specifics about marketing activities, let’s discuss our strategy in broad
terms.”

To walk through: To go through a process, plan, or set of instructions, often to

understand, review, or explain it step by step. “Let me walk you through the steps
of the new onboarding process so that you can understand it better.”

Specs: Abbreviation for specifications; detailed information or requirements

outlining the design of features of something. “Before we start the project, let's go
over the specs of the client's website redesign to ensure we all understand.”

To oversee: To supervise, manage, or monitor a project, team, or process. “As a

project manager, it's crucial to oversee the team's tasks and deadlines to ensure a
successful product launch.”

Product line: A collection or range of related products offered by a company. “Our

company is expanding its product line to include more eco-friendly options to meet
the growing demand for sustainable solutions.”

To report: The act of providing information or updates about a particular activity,

project, or performance. “Every Friday, the team gathers to report on their
progress and discuss any challenges they've encountered during the week.”

To evolve: The process of gradual development, improvement, or adaptation over

time. “To stay competitive, businesses must constantly change their strategies to
meet the evolving needs of their customers.”

To tweak: To make small adjustments or changes to improve something. “After

receiving customer feedback, we decided to tweak the user interface to enhance
the overall user experience.”

Portfolio: A collection of investments, projects, or products owned or managed by

an individual, company, or organization. “We have a very broad portfolio of
products which includes health and beauty supplies, grocery items, and clothing.”

Solid: Firm, reliable, or substantial. “Our company has built a solid reputation for
delivering high-quality products on time and within budget.”

Supervisory duties: Responsibilities associated with overseeing and managing the

work of a team or department. “The role includes supervisory duties such as
assigning tasks and providing guidance to team members.”

To articulate: To express ideas, thoughts, or information clearly and effectively. “It's

essential to articulate your thoughts during the presentation to ensure that
everyone understands the key points.”

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Memo: A short written message or communication within an organization, typically
used for conveying information or updates. “The manager sent out a memo to
inform employees about the upcoming changes in the company's vacation policy.”

To reflect: To think deeply about experiences, actions, or outcomes in order to learn

from them. “At the end of the project, take some time to reflect on what went well
and what could be improved for future endeavors.”

Shift: A change in position or direction. “In response to customer demands, we’re

shifting toward more environmentally friendly practices.”

Competencies: The skills, knowledge, and abilities that an individual or team has.
“When hiring new employees, we assess their competencies to ensure they have
the skills required for the job.”

Expertise: Specialized knowledge, skills, or proficiency in a particular field or

subject, often gained through education, training, and experience. “Our IT
department has expertise in cybersecurity, ensuring the protection of sensitive
data.”

Gap: A lack of something essential, such as skills, resources, or performance.

“Identifying and closing the gap in our customer service will improve overall
customer satisfaction and loyalty.”

To address: To confront, handle, or deal with a particular issue, challenge, or

concern. “Let's schedule a meeting to address the recent decline in sales and come
up with strategies to increase revenue.”

Energetic: Having a high level of activity, enthusiasm, or energy, often applied to

individuals or teams. “The new hire brought an energetic approach to the team,
helping us have fun and get more done.”

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Dialog

Steph: Okay, so let’s just think in broad terms for starters, yeah?

Josh: You mean the overall role, right?

Steph: Yes. Perhaps you can walk me through the top-level job specs.

Josh: Well, we’re looking for a highly creative brand manager to oversee two
product lines, one of them new. Reporting directly to the Marketing Manager.

Maya: And overseeing a team of three, which Josh let me know about earlier.

Steph: Okay great. And so, you said before that the role is evolving somewhat?
Can you explain how?

Josh: Yeah… So… with Marcus moving on, we see this as an opportunity to tweak
the role a bit. Slightly larger team. Expanded portfolio. And with the new product
line, we need someone with solid digital experience.

Steph: Alright… let’s have a look at the previous description… we’ve got…
supervisory duties, overall brand direction… minimum seven years experience…
so some of this language simply needs to be updated and we can add to that as
needed.

Maya: Josh I know you’ve articulated a lot of those things in that memo you sent
me on Friday. Maybe you can pass it on to Steph too?

Josh: Absolutely.

Steph: Super. Now can I just go back to one of the things you mentioned. You
said… “solid digital experience,” and so I understand that reflects some of the
shifts in brand strategy. Just curious if we think of the team overall… beyond this
role… are there other skills or competencies that we might be missing?

Josh: Hmm… well, one thing we’ve talked about as a team is project management
skills. I mean, it’s nobody’s area of expertise, but everyone does it. That may be a
bit of a gap.

Steph: So… something we might address in this role change?

Josh: For sure, yeah. That kind of expertise would help not just with the product
portfolio that they’d be overseeing, but should benefit the team overall as well.

Maya: Okay… and just developing a picture of the ideal candidate… fair to say
we’re looking for an energetic and creative leader… strategic thinker but also
highly organized and able to manage complex projects?

Josh: Sounds good to me. I’d be happy with half of that to be honest!

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Debrief

Now let’s go through the dialog again and look at the language and techniques
Josh, Steph, and Maya used to discuss their recruiting needs.

Steph: Okay, so let’s just think in broad terms for starters, yeah?

Josh: You mean the overall role, right?

Steph: Yes. Perhaps you can walk me through the top-level job specs.

Josh: Well, we’re looking for a highly creative brand manager to oversee two
product lines, one of them new. Reporting directly to the Marketing Manager.

At the beginning of their conversation, Steph wants to focus on the “broad terms”
or overall description of the role. This will provide a general idea of the position
before they get into specifics.

Note that Josh mentions the job title – “brand manager” - as well as the basic area
of responsibility, which is two “product lines,” or sets of related products. Josh also
finds it important to mention who the brand manager will “report to” or be
supervised by. This helps everyone understand where the position fits into the
organizational chart.

What are some other ways to give high-level job “specs,” or specifications? Let’s
practice some more examples.

§ This is a full-time position, working with the sales team in the northwest region.
§ The job involves providing administrative support to the operations manager.
§ The Regional Manager position oversees five branches and reports to the
Director of Commercial Banking.
§ We’re looking for a computer technician to work on-site to maintain our IT systems.

Once they have a broad picture of the role, what does Steph want to understand
next? Let’s listen.

Maya: And overseeing a team of three, which Josh let me know about earlier.

Steph: Okay great. And so, you said before that the role is evolving somewhat?
Can you explain how?

As your business changes, so do the requirements of each job or role. When

someone leaves a position, it is an opportune time to assess whether the role needs
to change, or “evolve.” As HR Manager, Steph needs to understand this shifting
landscape of needs within the company. But it’s important for everyone to be
thinking about changing needs.

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Let’s run through some other ways to ask about how a role might change.

§ How do you feel this position needs to change going forward?

§ Are there things we need to add to this role to reflect how operations have changed?
§ Do you see this role staying the same or changing somewhat in the future?
§ In what ways can we update this job description based on current realities?

So how does Josh see the role of brand manager evolving?

Josh: Yeah… So… with Marcus moving on, we see this as an opportunity to tweak
the role a bit. Slightly larger team. Expanded portfolio. And with the new product
line, we need someone with solid digital experience.

Steph: Alright… let’s have a look at the previous description… we’ve got…
supervisory duties overall brand direction… minimum seven years experience… so
some of this language simply needs to be updated and we can add to that as needed.

As you can hear, Josh is talking about “tweaks,” or small changes to the position.
These include changes in what products the person will oversee, the team size, and
the experience required.

With these changes in mind, the group can then assess the previous role
description. Steph goes through the description naming the overall duties, which
match up with some of the topics that Josh mentioned in discussing changes to the
role. She can then assess what needs to be updated or added.

Let’s have a look at some more ways to assess a previous role description,
especially when exploring changes to that role.

§ It doesn’t look like there’s anything in the previous job description about
management duties.
§ The major responsibilities I’m seeing are business development and client relations.
§ This list of duties is great, but the qualifications may need to be updated.
§ I see managing recruitment and retention, but nothing about managing the
benefits program.

All right, they’ve discussed some ways the role will be expanded. But Steph has
another important question that will help the group in identifying needs.

Maya: Josh I know you’ve articulated a lot of those things in that memo you sent
me on Friday. Maybe you can pass it on to Steph too?

Josh: Absolutely.

Steph: Super. Now can I just go back to one of the things you mentioned. You
said… “solid digital experience,” and so I understand that reflects some of the
shifts in brand strategy. Just curious if we think of the team overall… beyond this
role… are there other skills or competencies that we might be missing?

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Previously, Josh mentioned a shift in the type of experience required for the role.
This leads Steph to wonder about other potential gaps in “competencies” or abilities
on the team.

This demonstrates how important it is not to think of roles in isolation. The brand
manager role fits into a larger team. And if there are skills that the entire team is
missing, then they may be able to fill those gaps with changes to the brand
manager position.

What are some other ways to ask about gaps in skills on a team? Let’s practice a
few more examples.

§ Are there any particular skills that the current team is lacking?
§ What would you say are some areas of competency that are missing right now?
§ The team looks okay now, but are there gaps we should address for the future?
§ In terms of skills, is there an area where we need to improve as a team?

Next, we can hear that Josh does indeed think there’s an area of “expertise,” or
skill, that they might be missing.

Josh: Hmm… well, one thing we’ve talked about as a team is project management
skills. I mean, it’s nobody’s area of expertise, but everyone does it. That may be a
bit of a gap.

Steph: So… something we might address in this role change?

Josh: For sure, yeah. That kind of expertise would help not just with the product
portfolio that they’d be overseeing, but should benefit the team overall as well.

With this understanding of how the role needs to change, the group is ready to
discuss the kind of person they’re looking for.

Maya: Okay… and just developing a picture of the ideal candidate… fair to say
we’re looking for an energetic and creative leader… strategic thinker but also
highly organized and able to manage complex projects?

Josh: Sounds good to me. I’d be happy with half of that to be honest!

The group started with a general description of the role, and now they’re
summarizing a general description of the ideal – or “perfect” – candidate. This
description includes some of the information that Josh identified at the beginning.
But it also includes aspects of the role that have changed. In particular, Maya
names “the ability to manage complex projects.”

With a clear picture of an ideal candidate, you’ll be in a good position to identify the
right person for the job. Let’s practice some more ways of describing ideal
candidates.

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§ We’re looking for a highly experienced, detail-oriented technician.
§ What we need is an energetic salesperson who understands the restaurant business.
§ The ideal candidate is a mature and reliable person with experience in customer
service.
§ This role is perfect for an ambitious and creative marketing professional.

The group has done a great job of discussing the brand manager role and how it
has to change. Some of those changes reflect changes in responsibility and
experience. And some reflect gaps in skills on the team. With this clarity, they can
move on to prepare a good job description.

Now let’s practice some of the language we learned in today’s lesson. Imagine you
work as a director in a company that sells products across the country. You are
talking with your HR director about a position that needs to be filled. You’ll hear a
cue by the HR director, then I’ll give you a suggestion for what you can say in
response. We’ll guide you through each step in the practice and provide an example
answer for each response.

Ready? Let’s give it a go.

Cue 1: All right, maybe we can start with an overall description for the job?
Start by saying that you’re looking for a sales manager for the team in the western
region.
Answer:

Cue 2: And we’re replacing the outgoing sales manager, correct?.

Now agree, and ask whether the role needs to be updated.
Answer:

Cue 3: Good question… I think working closely with marketing is important, but
wasn’t that part of the role already?
Next, state that the previous job description just involved sales strategy and team
supervision.
Answer:

Cue 4: Okay, so let’s make sure we add collaborating with marketing as part of the role.
Next, say you agree and ask if there are other skills gaps on the existing team.
Answer:

Cue 5: I think good writing skills might be a bit of a gap on the current team, so
that’s important.
Finally, say that it sounds like the ideal candidate should be a good communicator
with management experience.
Answer:

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Answer 1: Yes, we’re looking for a sales manager for the team in the western region.
Answer 2: That’s right, but I wonder if the role needs to be updated?
Answer 3: Well, the previous job description just involved sales strategy and team
supervision.
Answer 4: Agreed. And I wonder if there are other skills gaps on the existing team?
Answer 5: Okay, so it sounds like the ideal candidate should be a good communicator
with management experience.

Now let’s practice some of the vocabulary we’ve covered in this lesson. In a
moment, you’ll hear a series of sentences with a word replaced with a beep. Repeat
each sentence, including the missing word.

For example, if you hear:

Example Cue: Can you just <beep> me through the basic job description?

You can say:

Example Answer: Can you just walk me through the basic job description?

After each response, we’ll provide the correct answer. Let’s begin.

Cue 1: I think we need someone with <beep> in both hardware and software.
Answer:

Cue 2: The regional manager <beep> the entire team of ten people.
Answer:

Cue 3: We don’t need big changes, but we might need to <beep> the role a bit.
Answer:
Cue 4: Ryan is a good employee, but he has some <beep> in his communication skills.
Answer:

Answer 1: I think we need someone with expertise in both hardware and software.
Answer 2: The regional manager oversees the entire team of ten people.
Answer 3: We don’t need big changes, but we might need to tweak the role a bit.
Answer 4: Ryan is a good employee, but he has some gaps in his communication skills.

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We’ve reached the end of this lesson on identifying needs in the recruiting process.
We’ve looked at giving an overall description of a position and asking about
changing role needs. We’ve also covered how to assess a previous role description
and ask about skills gaps on a team. And finally, we’ve learned how to give a brief
description of an ideal candidate.

Thanks for listening and see you again soon!

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Language Review

A. Review Quiz

For each question, you must choose the sentence that best fulfills the given
language function or purpose.

1. How might you give general but clear specifications for a position?

a) This job will require experience with Microsoft Office, including OneNote and
PowerPoint.
b) This position relates to sales in a large company on the east coast.
c) This is an operations manager position, supporting our product development
team in Phoenix.

2. What question could you ask to assess the changing needs of a role?

a) Are there ways we can update this job description to match how we’ve changed
as a department?
b) Is this job description going to give us what we really need?
c) What do you believe are the most difficult aspects of this position?

3. Which of the following demonstrates assessing a previous role description?

a) I think Stewart has done very well in this role, when you consider what he’s
done in these different areas of work.
b) I see client relations in this job description but I’m not sure it captures the
business development aspects of what we’re discussing.
c) Could you tell me what about this role description you feel is worth keeping?

4. How might you ask about gaps in skills on your existing team?

a) Do you feel we’re good at the relational aspects of our work?

b) I wonder if we have the right people in the right positions on our team.
c) Are there certain areas of competency that we need to build up?

5. Choose the best example of describing an ideal candidate in general terms.

a) What we really need is someone with the right experience for the job.
b) We’re looking for a creative and personable salesperson with a passion for
technology.
c) I think the best person won’t have too many problems learning new skills.

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B. Vocabulary and Idioms

Fill in the blanks with words from the box below. Be sure to put any verbs in the
right tense.

gap solid tweak

oversee walk evolve

1. I’m taking a course in leadership because I have some _____________ in my

skills as a manager.

2. Could you just _____________ me through your report and explain why you’ve
structured it this way?

3. I think the proposal is good overall, but we might want to just _____________
a few parts of the introduction.

4. I’m sorry but the company is _____________ and, as a result, the roles we
need on the team are changing.

5. As a district manager, I _____________ a team of fifteen salespeople.

6. Jonah has some pretty ____________ programming skills, but he’s not so good
at dealing with people.

Study Strategy

As companies evolve, their workforce needs change. New roles are added, and old
roles are adapted to fit the changing needs. This is necessary if the company wants
to organize itself effectively and efficiently.

Think about how existing roles might be changing in your company. List a few
positions that you think could be considered for change. You’re not thinking about
the performance of the people in those positions, just the scope of the role. Now,
for each position, make a list of possible changes. Also identify any gaps in team
skills that might be addressed with changes to the roles. of the clients or customers
of your company.

Now, with a colleague or friend, you are going to imagine you are meeting to
discuss possible role changes. Start by asking about the changing needs for one of
the roles you identified. Your partner can identify the changes you listed. Next, ask
about gaps in skills on the team. Your partner can respond by identifying gaps.
Finally, together you can describe the ideal candidate for this changing role.

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Answers

Listening Questions

1. Josh describes several changes, including overseeing a larger team and a larger
portfolio.
2. The changing brand manager role could include project management to address
skills gaps on the team.
3. Maya says they need an energetic and creative leader who can think
strategically and manager complex projects.

A. Review Quiz

1. c; 2. a; 3. b; 4. c; 5. b

B. Vocabulary and Idioms

1. I’m taking a course in leadership because I have some gaps in my skills as a

manager.
2. Could you just walk me through your report and explain why you’ve structured
it this way?
3. I think the proposal is good overall, but we might want to just tweak a few
parts of the introduction.
4. I’m sorry but the company is evolving and, as a result, the roles we need on
the team are changing.
5. As a district manager, I oversee a team of fifteen salespeople.
6. Jonah has some pretty solid programming skills, but he’s not so good at
dealing with people.

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