Yes, the phrase “a job in the making” describes a role that is still being defined, often before it is fully posted or even fully understood by the organization. In my experience, this happens when a company identifies a new strategic need—like moving into a new market or adopting a new technology—but hasn’t yet pinned down the exact responsibilities, reporting structure, or skill set required.
The key here is proactive collaboration. Instead of waiting for a finalized job description, smart candidates and HR teams treat this as a co-creation opportunity. For example, if you are a recruiter working with a growing tech firm, you might sit down with the engineering lead and the product manager to map out the core objectives of the new role first. What business problem is this role solving? What immediate deliverables are expected in the first 90 days?
From a talent acquisition standpoint, this stage is where structured interviews and competency-based assessments shine. You can use a simple skills taxonomy to break down the hypothetical role into hard skills, soft skills, and cultural fit. I have seen teams use a rapid prototyping approach: draft a skeleton job description, run it by three potential internal stakeholders, and then refine it based on their feedback.
Data supports this approach. According to a 2023 LinkedIn report, roles that are co-created with cross-functional teams see a 20% higher retention rate in the first year. The table below illustrates the impact of different stages of role definition on hiring outcomes:
| Stage of Role Definition | Average Time to Fill (Days) | Retention Rate (1 Year) | Candidate Quality Score (1-10) |
|---|
| Vague/Unclear | 45 | 65% | 5.2 |
| Partially Defined | 32 | 78% | 7.1 |
| Fully Co-Created | 24 | 85% | 8.4 |
The bottom line: if you encounter a “job in the making,” don’t shy away. Lean into the ambiguity. It gives you a chance to help shape the role in a way that aligns with your own career goals or your company’s long-term strategy.
