Establishing the Mission, Outcomes, and Competencies

What is an MOC?

The MOC — which stands for Mission, Outcomes, and Competencies — is the core documentation we create to anchor every new position at Aptible. By establishing this in writing, we get clear alignment on why we need to open a position, what we expect from the person in the role, who we believe would succeed in the role, and how we will identify and evaluate candidates for the role.

You may have heard other companies call versions of this document a “Hiring Kickoff,” “Intake Form,” “Job Specification,” “Role Charter, ” etc.: We’ve based our verbiage on concepts borrowed from “How to Hire Executives” by Brian Armstrong, Co-Founder and CEO of Coinbase. He wrote this framework with executive hiring in mind, but we believe it applies equally well for all People Manager and Individual Contributor positions.

Who writes the MOC?

The Hiring Manager (HM) is responsible for creating and maintaining an up-to-date MOC.

As soon as the HM identifies a potential need for additional resources, they should make a copy of Aptible’s MOC Template, complete each section as thoroughly as possible, and share the document with People Operations (POPs).

POPs will then set up a call to discuss the MOC with the HM, research market compensation, and work with Business Operations to establish a budget and secure approval to open the position. We aim to complete this preliminary process within

Pitfalls to Avoid

We’re working in a fast-moving and highly competitive business environment, so we often feel a great sense of urgency around closing any role we open. Once we’ve surfaced a need based on a gap in skills or a lack of bandwidth on our current team, we may be tempted to begin speaking with candidates before creating the MOC. Perhaps a candidate has opportunistically been referred to us, for example, and we want to interview them before we’ve defined and secured buy-in for the role that candidate would fill. Hiring Managers: Don’t do it.

If we jump right into candidate conversations without the MOC, we run the risk of drawing out the process overall, inviting bias into our processes, and delivering a sub-par or even negative experience for the candidate.

The MOC is a catalyst for conversations that may significantly re-shape our vision for the role. We may even determine that we can’t or don’t need to open the position at all, or at least not today.

What makes a great MOC?

A well-crafted MOC pays many dividends. This is a valuable investment drives alignment with internal stakeholders and candidates alike, minimizing friction throughout the recruiting process and well into a Newptible’s first few months at Aptible.

A Great MOC

  • Sets the context for why we need to hire for a role.
  • Consolidates earlier versions of the MOC for a role.
  • Describes the Mission: What do we need this person to do over the next 12 Months?
  • Describes the Outcomes: In support of the Mission, what specific, measurable business outcomes do we need this person to achieve over the next 12 Months?
  • Works at all levels of a role (i.e. Entry-Level Product Manager to VP of Product). The difference between levels is the scope of responsibility for each outcome.
  • Describes the Competencies: What specific skills should this person have?
  • Describes the Targeting Criteria (Based on Competencies): What are the must-haves?
  • Includes a publishable Job Description.
  • Describes the end-to-end Interview Process (e.g. Stages, Interview Panel, etc.) and how we will evaluate candidates in a structured, repeatable way.

Paints a compelling picture of what success looks like for this person at Aptible, and serves as the foundation for their 30/60/90 Day Plan, Career Development Framework (CDF), and Performance Review Questionnaire.

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