Most job descriptions get written in a hurry. Copy the last one. Change the title. Add fourteen bullets and a line about wearing many hats. Then the pool comes back thin, the hiring team argues about what they are even looking for, and the person who takes the job leaves in nine months because the job was never defined.

A bad hire costs a small nonprofit somewhere between six and nine months of salary, plus the program damage nobody puts on a spreadsheet. Most of that cost is decided before the posting goes up.

The description is not paperwork. It is the first operational decision you make about that seat. This tool walks you through the decision and hands you three documents at the end.

How this works

Answer seven short screens. Anything you leave blank stays as a labeled prompt you can finish later.
Watch the three documents build as you type.
Download all three. A public posting, an internal alignment brief for your hiring team, and a screening rubric tied to the outcomes you named.

Guided setup

Design the seat in about ten minutes.

One screen at a time. At the end you download three documents built from the same answers, so the posting, the hiring team, and the interview scorecard all say the same thing.

7 screensTwo of them ship with working defaults you can keep.

3 documentsPublic posting, internal brief, screening rubric.

Nothing you enter leavesYour answers stay in this browser. No account, no email, no upload.

What comes out the other end

From the public posting

## What you would own

- 35 percent: Supervising site coordinators and holding the weekly rhythm
- 25 percent: Reporting, data quality, and grant deliverables
- 20 percent: Partner relationships and site agreements
- 20 percent: Compliance and audit readiness

## What success looks like

By day 90. Has visited all six sites. Knows every site
coordinator by name. Has produced one written assessment
of where reporting breaks.

Read this once

The tool asks the questions a hiring team argues about later. It does not write the answers for you.
The time split has to total 100. If it does not, the job is a wish list and your new hire will find that out by month four.
The must have list caps at four. Everything else belongs in the teachable column, which is where you widen the pool.
Nothing you enter is uploaded. Your answers save to this browser so you can close the tab and come back. The page itself loads Google Analytics and Google Fonts, so anonymous page counts reach Google, and nothing you typed goes with them.

You have a saved draft. Picked up from your last visit on this device.

Your answers save to this browser as you go, so you can close the tab and come back.

PART 1

The seat

Basic facts, so the rest of the tool has something to hang on.

Organization

Role title

Reports to

Supervises

Status

Location and schedule

Target start

PART 2

Why this role exists

If you cannot name the operational problem this seat solves, you are not ready to post.

The problem this role solves

One or two sentences. What is breaking right now that this person fixes.

What it costs to leave this seat empty

Name it in real terms. Hours, dollars, compliance exposure, staff burning out, families not served.

New seat or backfill

If it is a backfill, say honestly why the last person left. You do not publish this. Your hiring team needs to see it.

PART 3

Where the time actually goes

Not eighteen bullets. Five areas of work with a percentage of the week attached to each.

Why this matters. The gap between the posted job and the real job is the most common reason nonprofit hires leave inside a year. Forcing the percentages is how you find that gap before the candidate does.

Total: 0 percent

PART 4

What success looks like

Outcomes, not activities. You will judge this person on something whether you write it down or not.

The test. Manages the CACFP program is an activity. Zero repeat findings at the next state review is an outcome. Write the one you would actually check.

By day 90

What has to be true three months in for you to feel good about the hire.

By month 6

By month 12

How you will measure it

Name the actual check. A number, a date, a document that either exists or does not.

PART 5

Must have versus teachable

Most nonprofit postings list twelve requirements and screen out the best candidate in the pile.

Discipline check. Cap the must have list at four. If you have five, one of them is a preference wearing a costume. A degree requirement belongs here only if a funder or a regulation actually requires one.

Cannot teach. Must walk in with it.

One per line. Four at most.

0 named

Can teach in the first 90 days

One per line. This list is where you widen the pool.

Actually disqualifying

Short. Real. Not aspirational.

PART 6

Pay and the honest parts

Post the range. Then name the hard parts out loud. Candidates who take the job anyway are the ones who stay.

On posting the range. Every posting without one filters your pool toward people who already know they can afford to negotiate. That is not the pool you want.

Salary range

What moves someone to the top of the range

Benefits, including the real ones

Health, retirement, leave. Also the things that matter here and cost you nothing to say.

Tap to add a line

The hard parts of this job

Say the true thing. Every job has this. Hiding it moves the discovery to month three.

Where this role goes

If the honest answer is nowhere, say that. Some people want the seat, not the ladder.

PART 7

How you will screen

Decide the evaluation before you meet anyone. Defaults are ready to use.

The alternative. A hiring team that argues about vibes in a conference room and hires whoever interviewed best.

Who decides

Named people, not committees. Say who has the final call.

Stages

One per line. Keep it under four. Every extra round loses good candidates to faster employers.

Tap to add a stage

What you are listening for

Tie these back to the outcomes in Part 4. If a signal does not connect to an outcome, cut it.

Tap to add a signal

Timeline you will hold yourself to

DONE

Your three documents are ready.

Download all three as one file, or copy whichever one you need right now.

This clears every answer and the saved draft on this browser.

Edit anything below. What you see here is exactly what downloads.

Send the internal brief to your hiring team before anyone talks to a candidate. That is the alignment conversation.
Post the public posting as written, range included.
Give every interviewer the rubric. They score independently before anyone talks.
Compare scores, then discuss. That order is the whole point.

If the seat is hard to fill. Sometimes that is not a hiring problem. It is the org chart underneath the seat. That is a different conversation and it is worth thirty minutes. Book a call.

Your documents

0 words

Updates live as you type. Anything still in gold is a prompt you have not answered. Nothing you enter leaves your browser.