Analyse the job

Job analysis; Job design; Job titles; Job descriptions; Person specification

Job analysis

If an employee leaves the College, it is likely that you will want to replace them. However, before getting approval to appoint and advertising the same post, you should take time to consider the role and decide if there are any changes required. Job analysis is the term given to this assessment of a role. Job analysis is a systematic procedure for obtaining detailed and objective information about the post, before it is advertised and filled, giving the opportunity to tailor it to what is currently required.

Questions to ask about the role:

• What tasks did the previous postholder carry out

• What level were these tasks

• Did they have supervisory responsibility or budgetary control

• Are the reporting lines still appropriate

• Are there any other tasks that would need to be added to this role (or taken away if the role is considered too large)

• Is the level at which the role holder is expected to undertake tasks still appropriate (note, if changes are made here, the role may need to be regraded; please contact your Human Resources Adviser for advice).

• Is the grade of the post accurate for a new person to come in and fill (this is especially important if the previous postholder was promoted during their time in the role (you should consult with Human Resources to determine the correct grade)

• Are the hours of work still suitable (i.e. does it need to be made full-time or vice versa)

• Is there still a requirement for this role at all

Job design

If you wish to create a new post, which is not replacing a leaver, or filling an established post, you will need to design the job. This involves considering the duties that the new post will cover, and the level these tasks will be (e.g. maintain, develop, manage, or assist etc.).  You will need to decide how the post will fit in with the current organizational structure for your school/department/faculty, what the reporting lines will be, and if the post will be responsible for supervising or managing people in other posts.

Job titles

The job title should be an accurate reflection of the scope and nature of the role undertaken, including giving an indication of the seniority of the post. In view of this, and of the fact that job titles relate to other processes in the College, please give due consideration to the correct job title for the role. If you feel a current job title needs to be changed before being filled, and/or if you would like advice on selecting the most appropriate title, please contact your Human Resources Adviser.

Job descriptions

Once you have either analysed an existing role, or designed a new post, you will need to produce a job description. The job description should provide basic information about the role, including the title, whom the post reports to (job title of the postholder only, not their actual name), any other posts for which the job has responsibility, and the date it was created or updated.

Please see appendix for a sample Job Description and Further Particulars, using a standard Birkbeck template, which should be used for all jobs.

The main purpose of the role should come next, followed by a breakdown of the specific duties. Whilst the description should be comprehensive, it must be concise; there is no need for every minor task to be quoted. The working relationships that the postholder must maintain should be outlined to illustrate the communications aspects of the role (e.g. relationships with students, members of the public, trade unions etc.). Finally, the dimensions of the job may be noted where applicable (e.g. size of budget managed, number of students supervised, number direct line reports etc.).

A good job description will enable candidates to apply effectively; it is a statement, which sets out:

1. the roles and functions of the faculty, school or department

2. the general purpose of the job

3. an outline of the duties involved

4. a full description of the main responsibilities of the post

The more accurate and informative a job description is, the more likely it will be that the College will attract applicants who meet a school or department's needs.  This often makes shortlisting and interviewing easier and less time-consuming for everyone involved.  A well-written and laid out job description also helps to give potential applicants a positive first impression of the school or department and the College. Job descriptions should not contain any personalized information, such as the names of postholders as this can mean they become out of date very quickly.

Job descriptions are working documents that will be used for other purposes following the selection process, such as for staff development discussions and job evaluation/promotions reviews.

Person specification

The person specification is one of the most important documents within the recruitment and selection process and so is an essential requirement for every post. The purpose of the Person Specification is to set out a list of the knowledge, skills, experience and level of qualifications that are required to carry out the role effectively, and should be developed from the job description. Consider the range and depth of duties to be undertaken, and assess what the postholder will need, under the headings above, to enable them to do the job.

This specification then forms the objective criteria against which all candidates will be assessed throughout the selection process. These criteria must consist of the minimum standards considered essential for the effective performance of the job.  Desirable criteria may be included, but these must be referred to only if candidates have met the essential criteria.

Mention of selection tests, which form part of the recruitment process, should be made on the person specification form.

The following key points will help you to develop your person specification:

• identify the key duties from the job description

• translate the duties into the skills and knowledge required to do the job

• separate the essential skills from the desirable ones; specify as far as possible in precise job-related terms

• identify any specific knowledge requirements for the job or the requirement of some evidence of the ability to learn

• indicate qualifications and level of education required for the job, if relevant (remembering to state "or equivalent" to cover all types of qualifications)

• identify what experience is required to carry out the job. This should be realistic and appropriate to the role

Reference to age, marital status or to dependents should not be included since these are unlawfully discriminatory. The main aim of the person specification is to set out the skills and abilities that a candidate would need in order to be able to carry out the role to a satisfactory standard. It is not a 'wish list'; setting the criteria too 'high' may result in a lack of suitable applicants. However, pitching them too low may mean you have a high volume of applicants who all meet your criteria. Please refer to appendix for a sample person specification for the post of Lecturer in Psychology, which uses the standard template form.

The job described and the level of skills/experience required must relate to an appropriate grade. Where necessary, the Human Resources Team will undertake job evaluation; any subsequent amendments to the job will have to be agreed before the post is advertised, to ensure the correct grade and salary.