Drawing up a job specification
Overview
- Introduction
- Reassessing the role
- Job description
- Person specification
- Pay
- Further information
- Disclaimer
Introduction
When you have a job vacancy in your organisation and wish to recruit someone to fill it, you will need to create a job description and person specification to help you appoint the right person for the role.
You will need to clarify the actual requirements of the job and how it fits into the rest of the organisation or department.
Writing a good job description or job specification also helps in the process of analysing the needs of the job.
Reassessing the role
Whether the vacancy is for an existing job or a new one, it presents an opportunity to consider restructuring roles, or to reassess the requirements of the job. Ask questions such as:
- Has the function of this job changed?
- Have work patterns, new technology or new products, services or projects altered the job?
- Are there any changes anticipated which will require different, more flexible skills from the jobholder?
Exit interviews, or consultation with the current job-holder and colleagues may well produce good ideas about useful changes.
Job description
This should detail the purpose, tasks and responsibilities of the job. A good job description should include:
- Main purpose of the job – try to describe this in one sentence
- Main tasks of the job – use active verbs, like ‘writing’, ‘repairing’, ‘machining’, ‘calculating’, instead of vaguer terms like ‘dealing with’, ‘in charge of’
- Scope of the job – expanding on the main tasks and the importance of the job. Job importance can be indicated by giving information such as the number of people to be supervised, the degree of precision required, and the value of any materials and equipment used
A good job description is useful for all jobs. It can help with induction and training. It provides the basis for drawing up a person specification – a profile of the skills and aptitudes considered essential and desirable in the job-holder. It enables prospective applicants to assess themselves for the job and provides a benchmark for judging achievements.
ACAS provides free downloadable templates for generic job descriptions
Person specification
The very process of writing a job and person specification should help the employer to develop and implement a policy of equal opportunity in the recruitment and selection of employees.
Drawing up the person specification allows the organisation to profile the ideal person to fill the job. It is very important that the skills, aptitudes and knowledge included in the specification are related precisely to the needs of the job; if they are inflated beyond those necessary for effective job performance, the risk is that someone will be employed on the basis of false hopes and aspirations, and both the employer and employee will end up disappointed in each other.
Another good reason not to set unnecessary requirements is to avoid any possibility of discrimination against particular groups of potential applicants. The very process of writing a job and person specification should help the employer to develop and implement a policy of equal opportunity in the recruitment and selection of employees.
Avoid unnecessary criteria that could indirectly discriminate against underrepresented groups (e.g. excessive qualifications not required for the role).
Essential vs desirable criteria
When writing a person specification, divide the criteria into two categories: Essential and Desirable.
Essential criteria are the qualifications, experience or skills without which the role cannot be performed. If a candidate does not meet these, they should not be shortlisted.
Example:
- “Must hold a valid driving licence and access to a vehicle for a role requiring regular travel.”
Desirable criteria are those that would be beneficial to the role but are not necessary for performing it. This list is often longer than the essential list.
Example:
- “Experience of using fundraising databases such as Donorfy or Raiser’s Edge.”
Be realistic about what you include as essential. Over-specifying can deter capable candidates from underrepresented or non-traditional backgrounds. The person specification should help candidates self-assess whether they are a good fit without discouraging them unnecessarily.
Factors to consider when drawing up the person specification include:
- Skills, knowledge, aptitudes directly related to the job
- The type of experience necessary
- The competencies necessary
- Education and training but only so far as is necessary for satisfactory job performance, unless the person is being recruited on the basis of future potential (e.g. graduate trainees), when a higher level of education may be specified
- Any criteria relating to personal qualities or circumstances which must be essential and directly related to the job and must be applied equally to all applicants. To do otherwise is potentially discriminatory
For instance, a clause requiring the successful candidate to move their place of work should be included only when absolutely necessary, as it is likely to discourage applicants with family care commitments.
Skills vs qualities
It is also helpful to separate skills and qualities:
Skills are measurable or demonstrable abilities.
Examples:
- “Able to use Microsoft Excel to intermediate level”
- “Experienced in delivering training to groups”
Qualities are personal traits or characteristics that contribute to how a person works or interacts with others.
Examples:
- “Friendly and approachable”
- “Good attention to detail”
- “Resilient and adaptable under pressure”
Presenting these clearly helps both the employer and applicant understand what is expected and encourages a wider range of suitable applications.
The person specification helps the selection and subsequent interview to operate in a systematic way, as bias-free as possible.
Pay
After setting the job and the person specifications, consideration should be given to pay rates. Factors such as scales, grades and negotiated agreements, as well as market rates and skills shortages, may affect the wage or salary, and organisations should be aware of the requirements of equal pay and discrimination legislation.
Unless there is a formal system for increments or length of service, paying the new employee a different rate from that paid to the preceding post holder may contravene the relevant legislation. Employers must ensure the role complies with the National Minimum Wage Act 1998 and current National Minimum Wage rates.
For up-to-date guidance, visit: https://www.gov.uk/national-minimum-wage-rates
You may wish to become a Living Wage employer and may find that some funders require this. Information on this is available here:
Research other organisations (in your geographical area) that are advertising ‘similar’ vacancies to ascertain whether they are paying the ‘going rate’ for the vacancy in question. Remember to compare skills required and job descriptions accordingly.
For advice on ethical pay structures contact your local CVC or WCVA.
Further Information
Working UK Government
ACAS
Tel: 08457 474747
Wales TUC Cymru
Tel: 029 2034 7010
[email protected]
Equality & Human Rights Commission (EHRC)
Tel: 0808 800 0082
Textphone: 0808 800 0084
[email protected]
https://www.equalityhumanrights.com/
Disclaimer
Third Sector Support Wales is a network of support organisations for the whole of the third sector in Wales.
It consists of the 19 local and regional support bodies across Wales, the County Voluntary Councils (CVCs) and the national support body, Wales Council for Voluntary Action (WCVA).
For further information contact
https://thirdsectorsupport.wales/contact/
The information provided in this sheet is intended for guidance only. It is not a substitute for professional advice and we cannot accept any responsibility for loss occasioned as a result of any person acting or refraining from acting upon it.
