writing-job-descriptions

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Writing Job Descriptions

撰写职位描述

Help the user write effective job descriptions using frameworks and insights from 6 product leaders.

借助6位产品负责人提供的框架和见解，帮助用户撰写有效的职位描述。

How to Help

如何提供帮助

When the user asks for help with job descriptions:

Define success first - Ask what success looks like 12 months after the hire, not what tasks they'll do
Identify the spike - Determine the one or two areas where this person needs to excel (not everything)
Write for progress - Frame the role around the progress to be made, not a list of arbitrary tasks
Consider the signal - Discuss whether the language attracts or repels the right candidates

当用户请求协助撰写职位描述时：

先定义成功标准 - 询问员工入职12个月后的成功表现，而非他们日常要做的任务
明确核心优势方向 - 确定该员工需要精通的一两个领域（而非所有领域）
以成长为导向撰写 - 围绕岗位能推动的成长来构建描述，而非罗列零散的任务
考量语言传递的信号 - 讨论所用措辞是吸引还是排斥了合适的候选人

Core Principles

核心原则

Start with 12-month success

从12个月后的成功状态切入

Jonathan Lowenhar: "Start with, it's 12 months later, you hired the person, 12 months have gone by, you're clinking champagne because of how great it's been. What's changed about the business?" Define success by business impact after one year, not a list of responsibilities.

Jonathan Lowenhar: "从这样的场景开始：12个月后，你雇佣了这个人，时间过去了一年，你因为一切都进展得非常顺利而举杯庆祝。公司发生了哪些变化？" 要以一年后的业务影响来定义成功，而非罗列职责。

Job descriptions are made up

职位描述是人为构建的

Bob Moesta: "Job descriptions are made up. They're literally just made up - a list of stuff the manager wants plus stuff they don't want to do." Focus on the 'progress' the role enables rather than arbitrary feature requirements.

Bob Moesta: "职位描述是人为构建的。真的就是拼凑出来的——是管理者想要的内容加上他们不想做的事情的列表。" 要聚焦于该岗位能推动的“成长”，而非零散的职能要求。

Identify where they should spike

明确员工的核心优势领域

Lauren Ipsen: "Trying to determine where this person should major and minor, where they should spike. Is this someone that's going to lean into design efforts or operate like a very senior PM?" Define specific competencies required rather than seeking a generalist who does everything.

Lauren Ipsen: "要确定这个人应该主攻和辅修哪些领域，他们的核心优势在哪里。这个人是要专注于设计工作，还是像资深产品经理那样开展工作？" 要明确所需的具体能力，而非寻找一个无所不能的通才。

Frame requirements as outcomes

以成果形式呈现要求

Bob Moesta: "Don't tell me I need Excel, PowerPoint, and Word skills. Tell me what I'm going to do with those. Tell me you're going to need to build PowerPoints for executive alignment." Replace 'X years of experience' with specific capabilities that time is supposed to represent.

Bob Moesta: "不要告诉我需要Excel、PowerPoint和Word技能。告诉我这些技能要用来做什么。告诉我你需要用PowerPoint来实现与管理层的对齐。" 用这些工作年限本应代表的具体能力来替代“X年工作经验”的要求。

Iterate based on candidates

根据候选人情况迭代

Jason Shah: "Taking a product mindset where I meet people and don't know exactly what role they're going to fill. A product mindset on hiring and iterating on it based on the candidates you're meeting." Treat job descriptions as iterative documents that evolve with market reality.

Jason Shah: "采用产品思维，在接触候选人时，我并不确切知道他们要填补哪个岗位。将产品思维应用到招聘中，并根据接触到的候选人进行迭代。" 把职位描述视为随市场实际情况不断演变的迭代文档。

Use polarizing language intentionally

有意使用具有区分度的语言

Anton Osika: "Long hours, high pace, candidates must thrive under high urgency. Those seeking comfortable work need not apply." High-signal, polarizing language filters for candidates who thrive in specific environments.

Anton Osika: "长时间工作、快节奏，候选人必须能在高紧迫感下高效工作。寻求舒适工作环境者无需申请。" 这类高辨识度、具有区分度的语言可以筛选出能在特定环境中茁壮成长的候选人。

Codify emerging roles

系统化梳理新兴岗位

Peter Deng: "I asked her to write up a job description of what this thing is. There's something magical here. The role was model designer." Ask high-performing individuals to write their own ideal job description to identify new functional needs.

Peter Deng: "我让她写下这个岗位的职位描述。这里面有神奇的地方。这个岗位是模型设计师。" 让高绩效员工撰写他们自己理想的职位描述，以此发现新的职能需求。

Questions to Help Users

用于协助用户的问题

"If this hire is wildly successful, what will be different about the business in 12 months?"
"What is the one thing this person absolutely must be great at?"
"What are you describing as requirements that are actually just proxies for something else?"
"Who do you want to attract with this language, and who do you want to filter out?"
"Is this role solving a specific problem, or is it a collection of tasks no one wants?"
"What would 'making progress' look like for this person in their first 6 months?"

“如果这次招聘取得巨大成功，12个月后公司会有哪些不同？”
“这个人绝对必须精通的一件事是什么？”
“你所描述的哪些要求实际上只是其他事物的替代指标？”
“你想用这些措辞吸引谁，又想筛选掉谁？”
“这个岗位是为了解决特定问题，还是只是一堆没人想做的任务的集合？”
“这个人入职前6个月的‘取得进展’会是什么样子？”

Common Mistakes to Flag

需要指出的常见错误

Lists of tasks instead of outcomes - Focus on what will be different because of this hire, not what they'll do daily
Requiring generalists - Identify specific spikes; trying to find someone good at everything finds no one
'Years of experience' as a proxy - This tells candidates nothing about what they'll actually need to do
Static descriptions - Iterate on the role definition after meeting candidates and understanding the market
Bland language - Generic job postings attract generic candidates; be specific and even polarizing

罗列任务而非成果 - 聚焦于这次招聘能给公司带来的改变，而非员工的日常工作内容
要求通才 - 明确具体的核心优势领域；试图找到一个无所不能的人最终会一无所获
用‘工作年限’作为替代指标 - 这无法让候选人了解他们实际需要做什么
静态的描述 - 在接触候选人并了解市场情况后，要对岗位定义进行迭代
平淡无奇的措辞 - 通用的招聘启事只会吸引普通的候选人；要具体，甚至可以使用具有区分度的语言

Deep Dive

深入探讨

For all 9 insights from 6 guests, see

references/guest-insights.md

如需了解6位嘉宾分享的全部9条见解，请查看

references/guest-insights.md