4 Specifying job and person requirements

4.1 Initial assessment

To find the right person for the job, you need to have an accurate idea of the job itself and of the particular skills and attributes it demands. This can be carried out in a series of stages, as shown in Figure 1 .

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Figure 1 Stages of job and person analysis

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This is a mapping diagram showing the relationship between a job and the skills and attributes it demands. There is a row of three boxes. The left hand box represents ‘Job analysis’. It instructs: “Look in detail at what the job involves”.An arrow feeds from this box into the middle box, which represents ‘Job description’. It instructs: “Structure this analysis into written statement of responsibilities and tasks”. An arrow feeds from this box to a box below it representing ‘Person specification’. It instructs: “List specifics that applicant will need to perform job”. The box on the right of the ‘Job description’ box represents ‘Organisational analysis’. It instructs: “Look at what organisation requires”. An arrow feeds from the ‘Organisational analysis’ box into the ‘Job description’ box.

Figure 1 Stages of job and person analysis

However, before – or indeed after – the job analysis you might consider whether the vacant job needs to be filled at all. Reallocation of work, internal promotion or temporary transfer could be used to cover the tasks associated with the vacancy. Ask yourself whether the job needs to be changed, updated or filled at all before going any further. An apparent vacancy provides a real opportunity to consider the way work is organised and the skills the organisation needs to secure its future success; you might wish to consider aspects of person-organisation fit to help develop the job.

Assuming you decide to go ahead and recruit to the existing or changed post, you now need to analyse exactly what the job entails.