For things like résumés and job applications, most evaluators have a utilitarian outlook. Like buying a product to fill a need, they’re looking for people who can solve a problem or add value.

KEY QUESTION: Are the stakeholders (employees, customers, shareholders) happy and engaged in the business; and would you “rehire” all of them?

MOM’s has taken a similar approach to attract candidates in a variety of other positions, from grocery baggers to executive-level jobs. For instance, on the “Join us” page on its website, a recent advertisement said:

You:

• are really interested in electric vehicles

• appreciate a good debate, even with your boss

• figure out how to fix it instead of who’s to blame

• paid for your own stuff when you were a teenager

• have pulled recyclables out of the trash

We:

• work to protect and restore the environment

• like real food

• aren’t afraid to make mistakes

• care more about your intelligence and values than your experience

... Browne wondered:

1. How can we expect our employees to be extraordinary and differentiate the company if we use the same hiring and onboarding methods as competitors?

1. What characteristics describe our ideal workforce that our competitors could not or would not use to describe theirs?

(For more practical insights about building Job Scorecards, read Bluewire Media’s excellent blog on the topic.)