The job description is where hiring goes wrong
Hiring usually goes wrong before anyone has read a CV. It begins when someone opens the last job description and changes a few bullet points. Years of experience. Required tools. Preferred qualifications. Responsibilities copied from the previous hire. The document feels complete because it looks familiar. The problem is that the role hasn’t been defined, only described.
A job title isn’t a role. It’s a label. The real role only becomes clear when you understand what it is there to do and the team it will work within.
Every team already has its own strengths, habits and blind spots. It has work that moves easily and work that repeatedly slows down. Some ways of contributing are already abundant; others are barely present. Until you understand that context, you don’t fully know what you’re hiring for.
Two companies advertising exactly the same job title are rarely hiring for the same role.
One might need someone who brings challenge to a team that agrees too quickly. Another might need someone who creates structure where everything feels fluid. A third might simply need someone who steadies the group under pressure. The title hasn’t changed, but the role has.
The two models don’t just start in different places. They run in different directions.
The usual way
The role is assumed, candidates are compared and the process ends at the hire.
Protu’s way
The role is understood in context, and what follows becomes part of the next decision.
Protu starts by understanding: what the role is there to do, the shape of the team around it, what that team already has and what the role needs to add. Only then does it make sense to ask what each candidate could bring to it.
The hardest part of hiring isn’t choosing between candidates. It’s knowing what you’re actually looking for.