This Independence Day, maybe it’s time to declare independence from unrealistic hiring expectations! Job Descriptions should not be checklists for viable candidates, nor are they a unicorn shopping list for the hiring company.
For the Job Seeker:
Job descriptions can feel intimidating. Five years of experience, ten different tools, leadership skills, industry expertise, etc. It’s easy to read a posting and think, “I’m not qualified for this.” But here’s the truth: most job descriptions are wish lists, not checklists.
Hiring managers often describe their ideal candidate as someone who checks every box, has every skill, and can hit the ground running on day one. In reality, very few applicants meet 100% of the requirements. Companies expect strong candidates to bring transferable skills, adaptability, and the willingness to learn.
If you meet even 60–70% of the qualifications, you may still be an excellent fit. Some of the best hires happen because someone had the right mindset, communication skills, or problem-solving ability, not because they perfectly matched every bullet point. Skills can be taught, but curiosity and initiative are much harder to train.
This mindset is especially important for people changing careers, recent graduates, or professionals returning to the workforce. Too many qualified candidates talk themselves out of opportunities before even applying.
So, the next time you see a job posting that feels slightly out of reach, apply anyway. Let the company decide if you’re a fit, not your self-doubt.
For the Hiring Company:
Companies need to stop treating job descriptions like unicorn shopping lists. There’s a growing disconnect between what companies say they want and the people who actually exist in the job market.
Scroll through job postings today, and you’ll find “entry-level” roles asking for 5 years of experience, expertise in six different platforms, leadership skills, certifications, project management experience, and somehow the ability to work at startup speed for mid-level pay.
At some point, job descriptions stopped being descriptions and turned into fantasies. The reality is this: a job description should be a wish list, not a set checklist.
The best hires are rarely people who meet 100% of the qualifications. They’re people who can learn, adapt, communicate well, and grow into the role. But too many companies screen out strong candidates because they’re missing one software tool, one industry background, or one oddly specific requirement.
Meanwhile, employers complain they “can’t find talent.” As mentioned above for the job seekers, skills can be taught. Curiosity, accountability, and problem-solving are much harder to train. A candidate who meets 70% of the requirements but brings adaptability and strong critical thinking may outperform the “perfect” resume every single time.
Job descriptions should help attract capable people, not intimidate them away. Many qualified people won’t apply unless they meet nearly every listed qualification. So, the longer and more unrealistic the requirement list becomes, the more companies accidentally shrink their own talent pool.
Hiring managers should start asking:
The best teams are built by hiring humans with potential, not by waiting for a mythical candidate who checks every box.