The job description describes the purpose and main tasks of the role. The job description includes details about the required skills and experience to do the job well. Job descriptions and person specifications that are well written can help you attract the best candidates for the job. They clearly outline the key accountabilities and allow potential applicants to match their experience and skills to the ones listed in the selection criteria.

First, the job description explains why a particular post is needed and how it fits within the existing structure. Human Resources uses it to assess the job and determine the appropriate grade. It is part of the contract and outlines the expectations of the post-holder. This should be used to measure performance moving forward.

You should fill in the Additional Particulars Template with your Job Description and Person Specification.

Job Description

This should be a concise and accurate statement of why the job exists, and what its main contribution is to the university.

Below are some examples of job goals:

●    Food & Beverage Assistant: To prepare and serve food while following hygiene regulations.

●    Clerical Assistant To provide clerical support to undergraduate and postgraduate courses, and support student administration.

●    Technician: To develop, build and maintain electrical and mechanical components and apparatus for teaching or research.

Main Activities/Responsibilities

This list should contain the most important responsibilities, with a focus on contributions and outcomes. This is not a complete task list. It describes how the job will be done.

Avoid ambiguity and be specific about the principal activities of the post holder. Most jobs require at least 10 statements to cover the principal responsibilities adequately. This can vary depending on the job. The format for each responsibility statement should be "What is done...to what, with whom...to obtain what result?" Here's an example:

"Assign work fairly and evenly among four clerical assistances in order to ensure that the Departmental Office runs smoothly.

Because it contains information about the three elements above, this statement is pertinent.

What's done: Work is assigned

To whom or what: To four administrative assistants

To get what end result: Smooth and efficient operation of the Departmental Office

An alternative example of a main accountability statement that is less appropriate would be:

"Support students at a laboratory."

In this example, it will not be clear at what level the post-holder is operating, this information is necessary for evaluation purposes and for clarity for applicants/post-holders. For example, the statement doesn't show what the final result of this activity will be. An example that is more suitable would be:

Provide technical support on a one-to-1 basis to undergraduate students in order to help them complete their laboratory experiments.

On the HR Website, you can find templates for job descriptions for Academic Professional positions.

Selection criteria

These criteria describe the abilities, knowledge, and expertise that are required to perform the job effectively. They allow recruitment panels to assess and select candidates objectively, consistently, transparently, and to minimize the risk of unfair discrimination.

●    The criteria should be directly related to the duties. They should be specific to the role and measureable to allow for objective selection and management of future performance.

●    Avoid criteria that are subjective or for which there is little evidence.

●    It is important to specify the type of experience applicants need, but not to stipulate the length of that experience.

●    Realistic criteria are important. Don't put higher standards than necessary.

●    It is important to avoid listing criteria that could be read in multiple ways, e.g. Excellent communication skills or a good education background. Be more specific.

●    You can distinguish between desirable and essential criteria. Essential criteria are the ones that are necessary to do the job well. Desirable criteria may be those that will allow for better or faster performance in a job.

Job Description

The Job Description and Person Specification are connected in a way. Sometimes, you need to find the perfect person for the job. To do this, you will need to create a personal specification. This is different from writing a job description.

The person specification describes more precisely the type of person most likely to be able do the job well. This includes a person's education, qualifications, training, and personal standout qualities.

A simple job description focuses more on the job and allows the reader to make their own decision about whether or not they are the right person for the job. Writing a person specification is a time-saver, but you must not reject perfectly qualified candidates.

Be sure to include only what you need
To design the person specification, it is becoming more common to use core-competeencies. These can be essential or desirable, and will help you specify the type person you want.

Competencies could include:

●    Physical attributes: Good eyesight, etc.

●    Languages - This is if the job requires specific language skills

●    Qualifications, experience, grades, and managerial positions are all considered attainments

●    Aptitudes - numeracy, communication skills - even patience.

●    Personal qualities include the ability to work shifts, be unsocial, and be flexible.

Previous Experience
While it is common for candidates to have previous experience, it is worth asking whether you really require a certain number of years. You can ask candidates to demonstrate experience in a specific task, instead of focusing on the number of years they have worked.

You don't want to be too specific about how many years experience you need. This could make it difficult for a candidate with a lot of experience, but less than six months, to get the job.

Education, qualifications and training
Some professions will require that a candidate have certain qualifications to be allowed to practice. It may also be the case that certain tasks are impossible without being trained.

You must determine whether a particular qualification is necessary to prove that the candidate can do the job. A candidate who does not have formal qualifications might have previously worked in a related sector and acquired the skills and knowledge.

Discrimination and personal qualities
Ask yourself if these traits are relevant to your job. They could be discriminatory if they are not.

Direct discrimination is legal, as long as it can be objectively justifiable. Indirect discrimination against someone who is strong and fit could occur. If objectively justified, it can be accepted.

This will help you avoid discrimination. Only a few situations are it legal to discriminate directly if it is an occupational requirement (GOR).

Clear for all
Be careful about the words and phrases that you use. You might find that your perfectly valid job description is not clear enough or has the wrong tone. You might find that your perfectly valid job description is not clear enough or has the wrong tone.

Remember to separate your person specification into a 'desirable and an 'essential' category. Essential criteria refers to the attributes and qualifications that the candidate must possess in order to perform the job. Anyone who fails these requirements can be excluded. Although 'Desirable criteria are not necessary to do the job, candidates who meet these criteria will perform better. These criteria can be used to help you select between qualified candidates who meet the requirements.