What is even more important is establishing the context of the role with the candidate. This is more than the role itself, it is the environment within which the person will need to operate.
Some examples to consider are:
Is it a rapidly changing environment, or is it steady? If your team or organization is working in an environment of rapid change, candidates need to know this. Although change is challenging, some people thrive on it, seeing opportunity. Others hate change and would rather a team is mature and steady so they can get on with their work.
Is it a tightly confined role, or do you need them to get their “hands dirty?“. Some roles are tightly bound, and the employee will rarely need to deviate from their core tasks. Others are more fluid and an employee may be required to do work outside of their normal job description. Some people struggle with too much deviation from their core role, while others like the variety, becoming a jack of all trades.
Are the team structures and processes already established? You hire some roles to improve the standard of your team. To bring in experience that will help a team mature. Others are brought in to actually do the work, not to improve the way the team operates. If a candidate is expecting a mature, established environment and doesn’t find it, they could be in for a shock. Being open with a candidate about needing to improve your team isn’t anything to be ashamed about. It’s required to assess fit for the role.
Does the role have a mandate to change anything? If you hire somebody who is consistently seeking to improve and wants to make a difference, they need to have a mandate to make change. Otherwise, you might as well leave things as they are. Failing to do so will result in a frustrated employee.