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Why Candidates Get Rejected: Manager Interview Insights

A job seeker expresses frustration about repeated rejection despite having relevant experience and a professional demeanor. They seek insight from hiring managers on what constitutes the 'perfect' candidate and why they are consistently overlooked. This highlights a disconnect between candidate perception and employer expectations.

Target audience: hr professionals
Framework: Situational Leadership
1903 words • 8 min read

Managing the "That's Not My Job" Attitude: Fostering Ownership and Accountability

The Management Challenge

The "that's not my job" attitude is a pervasive and corrosive problem in many workplaces. It manifests as a reluctance to take on tasks outside of a narrowly defined role, a lack of initiative, and a general unwillingness to help colleagues or contribute to the overall success of the team. This attitude, often stemming from a lack of engagement or a feeling of being undervalued, can severely impact team morale, productivity, and innovation. When employees are unwilling to step outside their comfort zones or perceived responsibilities, bottlenecks form, deadlines are missed, and the overall quality of work suffers. This not only frustrates other team members who may have to pick up the slack but also creates a culture of resentment and disengagement, ultimately hindering the organization's ability to achieve its goals. The challenge lies in transforming this mindset into one of ownership and collective responsibility.

Understanding the Root Cause

The "that's not my job" attitude is rarely a simple case of laziness or unwillingness to work. It's often a symptom of deeper, more complex issues within the organization. One key factor is a lack of psychological safety. Employees may fear being penalized for making mistakes or taking on tasks they're not fully confident in. This fear can stem from a history of micromanagement, blame culture, or a lack of clear expectations and support.

Another contributing factor is a poorly defined or rigidly enforced job description. While job descriptions are necessary for outlining responsibilities, they can become a crutch if they're interpreted too literally. Employees may feel that they're only obligated to perform the tasks explicitly listed, leading to a narrow focus and a reluctance to help with anything outside of that scope.

Furthermore, a lack of recognition and reward for going above and beyond can also fuel this attitude. If employees consistently see that extra effort is not acknowledged or appreciated, they're less likely to volunteer for tasks outside their job description. This can lead to a sense of entitlement and a belief that they should only do what they're explicitly paid to do. Finally, systemic issues like poor communication, lack of training, and inadequate resources can exacerbate the problem, creating a sense of frustration and disempowerment that manifests as a "that's not my job" mentality. Traditional approaches that focus on reprimanding or simply reassigning tasks often fail because they don't address the underlying causes of the problem.

The Responsibility Matrix (RACI) Framework Solution

The Responsibility Matrix, also known as a RACI matrix, is a powerful tool for clarifying roles and responsibilities within a project or organization. RACI stands for Responsible, Accountable, Consulted, and Informed. Applying this framework can directly address the "that's not my job" attitude by creating clarity, fostering ownership, and promoting collaboration.

The core principle of the RACI matrix is to define who is Responsible for performing a task, who is Accountable for ensuring the task is completed correctly, who needs to be Consulted before a decision is made, and who needs to be Informed after a decision is made. By clearly assigning these roles for each task or activity, the RACI matrix eliminates ambiguity and ensures that everyone understands their contribution to the overall process.

This approach works because it moves beyond generic job descriptions and focuses on specific tasks and deliverables. It forces a conversation about who is best suited to perform each task, taking into account their skills, experience, and availability. By involving employees in the process of creating the RACI matrix, you can foster a sense of ownership and buy-in. When people understand why they've been assigned a particular role and how their contribution fits into the bigger picture, they're more likely to take responsibility and go the extra mile. Furthermore, the RACI matrix promotes collaboration by identifying who needs to be consulted and informed, ensuring that everyone is kept in the loop and that decisions are made with the input of relevant stakeholders. This reduces the likelihood of misunderstandings and conflicts, and fosters a more collaborative and supportive work environment.

Core Implementation Principles

  • Principle 1: Clarity is Key: The RACI matrix must be clear, concise, and easily understood by everyone involved. Avoid vague language and ensure that each role is clearly defined. This prevents confusion and ensures that everyone knows what is expected of them.

  • Principle 2: Collaboration is Essential: Involve employees in the creation of the RACI matrix. This fosters a sense of ownership and ensures that the matrix reflects the realities of the work environment. Collaborative development also helps identify potential gaps or overlaps in responsibilities.

  • Principle 3: Accountability Matters: Ensure that each task has a single point of accountability. This prevents diffusion of responsibility and ensures that someone is ultimately responsible for the successful completion of the task. The Accountable person doesn't necessarily perform the task, but they are responsible for ensuring it gets done correctly.
  • Step-by-Step Action Plan

    Immediate Actions (Next 24-48 Hours)

    1. Identify a Specific Problem Area: Choose a specific project or process where the "that's not my job" attitude is particularly prevalent. This could be a recurring issue, a project with missed deadlines, or a team with low morale. Focusing on a specific area will make the implementation of the RACI matrix more manageable.
    2. Gather Key Stakeholders: Assemble a small group of key stakeholders who are involved in the chosen problem area. This should include representatives from different roles and departments. Their input will be crucial for creating an accurate and effective RACI matrix.
    3. Schedule a RACI Workshop: Schedule a short workshop (1-2 hours) with the key stakeholders to begin the process of creating the RACI matrix. Clearly communicate the purpose of the workshop and the expected outcomes.

    Short-Term Strategy (1-2 Weeks)

    1. Define Tasks and Activities: During the workshop, break down the chosen project or process into specific tasks and activities. Be as detailed as possible, listing each step required to complete the project. This will provide a clear framework for assigning roles and responsibilities.
    2. Assign RACI Roles: For each task or activity, assign the appropriate RACI roles. This should be done collaboratively, with input from all stakeholders. Ensure that each task has a single point of accountability.
    3. Document and Communicate the Matrix: Document the completed RACI matrix in a clear and accessible format. Share it with all relevant stakeholders and ensure that everyone understands their assigned roles and responsibilities.

    Long-Term Solution (1-3 Months)

    1. Integrate RACI into Project Management: Incorporate the RACI matrix into your project management processes. Use it as a tool for planning, assigning tasks, and tracking progress. This will ensure that roles and responsibilities are clearly defined from the outset of each project.
    2. Provide Training and Support: Provide training to employees on how to use and interpret the RACI matrix. Offer ongoing support to help them understand their roles and responsibilities. This will ensure that the matrix is used effectively and that employees feel confident in their ability to contribute.
    3. Regularly Review and Update the Matrix: The RACI matrix should be a living document that is regularly reviewed and updated to reflect changes in the organization, processes, or roles. This will ensure that it remains relevant and effective over time.

    Conversation Scripts and Templates

    Initial Conversation

    Opening: "I've noticed some challenges in [specific project/area] and I'd like to work together to improve clarity around roles and responsibilities. I'm thinking of using a tool called a RACI matrix to help us define who is Responsible, Accountable, Consulted, and Informed for each task."
    If they respond positively: "Great! I'd like to schedule a short meeting with you and a few other key stakeholders to start building the matrix. Your input will be invaluable in ensuring it accurately reflects the work we do."
    If they resist: "I understand that you might be hesitant, but I believe this will ultimately make everyone's job easier by clarifying expectations and reducing confusion. Can we at least explore the idea and see if it's a good fit for our team?"

    Follow-Up Discussions

    Check-in script: "How are things going with the new RACI matrix? Are you finding it helpful in clarifying your role and responsibilities?"
    Progress review: "Let's review the RACI matrix for [specific project] and see if it's accurately reflecting the work we're doing. Are there any areas where we need to make adjustments?"
    Course correction: "I've noticed that [specific task] is still causing some confusion. Let's revisit the RACI matrix and see if we can clarify the roles and responsibilities to ensure everyone is on the same page."

    Common Pitfalls to Avoid

    Mistake 1: Creating a RACI matrix in isolation.


    Why it backfires: Without input from the team, the matrix will likely be inaccurate and won't be adopted.
    Better approach: Always involve the team in the creation and review of the RACI matrix.

    Mistake 2: Assigning too many people as "Responsible."


    Why it backfires: This can lead to diffusion of responsibility and a lack of accountability.
    Better approach: Aim for a single "Responsible" person for each task, unless collaboration is absolutely necessary.

    Mistake 3: Treating the RACI matrix as a one-time exercise.


    Why it backfires: The matrix will quickly become outdated and irrelevant if it's not regularly reviewed and updated.
    Better approach: Schedule regular reviews of the RACI matrix to ensure it remains accurate and effective.

    When to Escalate

    Escalate to HR when:


  • • An employee consistently refuses to take on responsibilities assigned to them in the RACI matrix, despite coaching and support.

  • • There are underlying performance issues that are contributing to the "that's not my job" attitude.

  • • The conflict between team members regarding roles and responsibilities cannot be resolved through team discussions and the RACI matrix.
  • Escalate to your manager when:


  • • You lack the authority to implement the RACI matrix or make necessary changes to roles and responsibilities.

  • • There is resistance from other departments or stakeholders to adopting the RACI matrix.

  • • You need additional resources or support to effectively implement and maintain the RACI matrix.
  • Measuring Success

    Week 1 Indicators


  • • [ ] The RACI matrix has been created and communicated to the team.

  • • [ ] Team members understand their assigned roles and responsibilities.

  • • [ ] Initial feedback on the RACI matrix is positive.
  • Month 1 Indicators


  • • [ ] The RACI matrix is being used in project planning and task assignment.

  • • [ ] There is a noticeable decrease in the "that's not my job" attitude.

  • • [ ] Team members are more willing to take on tasks outside of their job descriptions.
  • Quarter 1 Indicators


  • • [ ] Project deadlines are being met more consistently.

  • • [ ] Team morale and collaboration have improved.

  • • [ ] The RACI matrix has been reviewed and updated to reflect changes in the organization.
  • Related Management Challenges


  • Micromanagement: A lack of trust can lead to micromanagement, which stifles initiative and reinforces the "that's not my job" attitude.

  • Poor Communication: Ineffective communication can lead to misunderstandings and confusion about roles and responsibilities.

  • Lack of Recognition: When employees feel undervalued, they are less likely to go above and beyond.
  • Key Takeaways


  • Core Insight 1: The "that's not my job" attitude is often a symptom of deeper issues, such as a lack of psychological safety or poorly defined roles.

  • Core Insight 2: The RACI matrix is a powerful tool for clarifying roles and responsibilities, fostering ownership, and promoting collaboration.

  • Core Insight 3: Implementing the RACI matrix requires a collaborative approach, clear communication, and ongoing review and updates.

  • Next Step: Identify a specific problem area and gather key stakeholders to begin the process of creating a RACI matrix.
  • Related Topics

    candidate rejectioninterview feedbackhiring processjob marketrecruiting

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