Risk Breakdown StructureE = ExternalC = CommercialM = ManagementO = Operations

Person specifications

This guidance should be read in conjunction with the Recruitment and Selection Policy – see section on ‘Pre-recruitment’.

This guidance covers the following:

What is a person specification......................................................................................................1Selecting the requirements............................................................................................................2

Essential and desirable requirements...........................................................................................2Weighting of requirements............................................................................................................2Areas of responsibility...................................................................................................................2Mandatory requirements...............................................................................................................3Other requirements.......................................................................................................................4Occupational Requirements..........................................................................................................4

Do’s and don’ts...............................................................................................................................4Method of assessment...................................................................................................................5

Application form............................................................................................................................ 6Interview........................................................................................................................................6Tests............................................................................................................................................. 6Documentary evidence.................................................................................................................6

APPENDIX 1 – Sample person specifications..............................................................................7APPENDIX 2 - Example areas of responsibility..............................................................................13

1 What is a person specification

1.1 The person specification sets out the specific skills, abilities, knowledge, experience, personal qualities/behaviours and any other requirements which an individual must possess to perform the job duties effectively.

1.2 The person specification is the key reference document for selection decisions made at shortlisting, testing and interviewing stages. Potential applicants will also use the person specification to decide if they are suitable for the job.

1.3 The standard person specification template should be used. Sample person specifications are also available to view in appendix 1.

1.4 The responsible HR adviser will ensure person specifications are broadly consistent with those for similar jobs within the university and will be able to provide guidance on possible changes to the person specification to help attract a wider and more diverse pool of applicants.

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2 Selecting the requirements

Essential and desirable requirements

2.1 The person specification should set out the essential and, where applicable, the desirable requirements that the successful candidate should possess:

i. Essential requirements are the minimum requirements necessary to carry out the job: without these an individual should not be short-listed/appointed.

ii. Desirable requirements are not critical for candidates to possess in order to carry out the job, but may enhance the performance and contribution of the successful candidate on commencing the job, or be of wider benefit to the team/faculty/university in the longer term. Desirable requirements should not be 'aspirational' ie they must be genuinely beneficial in the context of the job purpose and carefully considered. If there are no desirable requirements then only essential requirements should be specified.

2.2 All requirements (both essential and desirable) should be relevant to the job, objective and measurable.

Weighting of requirements

2.3 Recruiters can choose whether or not to use weighted requirements. They can be used either to reduce an unmanageable shortlist or to differentiate between two or more appointable candidates at the decision-making stage. They must not be used for any other purpose. See guidance on shortlisting.

2.4 Certain requirements within the person specification can be ‘weighted’ to reflect relative importance to the job.  For example, in considering requirements for a manager’s post “substantial experience of service planning, monitoring and evaluating implementation to maintain and improve quality” may be considered more important than “evidence of continuing professional development” therefore the first requirement will be noted as a weighted requirement.

2.5 If used, weighted requirements must be identified before shortlisting commences. It might be possible to identify them when drawing up the person specification however it may not always be obvious at that stage. The weighted criteria should genuinely reflect the most important and significant job requirements.

2.6 Weighted requirements are not marked on the person specification itself.

Areas of responsibility

2.7 The person specification should group the requirements into ‘areas of responsibility’. The areas of responsibility should be identified from the job description. For example,

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‘Leadership’, ‘People management’, ‘Customer care’, ‘Research’, ‘Teaching’, ‘Marketing’, ‘Communications’, ‘Technical’, ‘Creativity and innovation’, ‘Equality and diversity’, ‘Welfare’, ‘Finance’, ‘Customer care’, ‘Commercial work’, ‘Partnership working’, ‘International’, etc. A list of other possible examples is shown in appendix 2.

2.8 The requirements should describe the knowledge, skills, abilities and aptitudes, relevant experience and, where applicable, qualifications required for each area of responsibility.

2.9 There should be between 3-5 areas of responsibility.

Mandatory requirements

2.10 Equality and diversity must be listed as a requirement for all jobs. Managers could use one of the requirements below, depending on the level and nature of the job:

'Sensitivity to a diverse range of staff or student needs and evidence of responding to their different needs';

'Able to provide a service to a diverse range of people to promote good relations and equality';

'Experience of developing positive relationships with relevant stakeholders (managers, unions, employees etc.)’;

'Good understanding of equality issues and how they affect the workplace'; 'Experience of handling conflict and managing sensitive issues to achieve positive

outcomes.’

2.11 If the job description includes a responsibility for carrying out a specific health and safety role, an appropriate requirement should be included in the person specification. For example:

‘Knowledge and understanding of health and safety legislation and regulations’Or

‘Ability to promote a positive health and safety culture, and improve health and safety performance’.

2.12 If the job description includes a specific duty about inputting and/or managing data (data quality), the standard requirement below should be included:

‘Understand confidentiality and the requirements of the Data Protection Act’.

2.13 The Code of conduct for DMU staff outlines the expectation on staff to act impartially and in good faith observing the highest standards of professional integrity and transparency. The code emphasises where staff could potentially commit a criminal offence under the Bribery Act 2010, by giving or receiving gifts, loans etc, either financial or non financial (see section 2.11.2 of the code).

2.14 If the role involves situations where potential contravention of the Bribery Act (or contravention of related university policies and procedures eg Financial Regulations, Anti

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Fraud Policy, Gifts and Hospitality etc. ) might occur, the expected demonstrable behaviours need to be specifically identified within the person specification. This is likely to be applicable for senior executive positions, those carrying out negotiations abroad, or finance positions. For example, a requirement to include in the person specification, which can be confirmed when references are requested, might include:

Maintains professional integrity at all times, acting with honesty and impartiality.

Other requirements

2.15 The person specification should set out any other requirements which are unrelated to the personal skills and attributes required of the job holder, but arise from the circumstances of the job purpose and duties. For example the ability to work evenings and weekends, or the need for a satisfactory standard/enhanced Disclosure and Barring Service (DBS) check.

See DBS Guidelines for Managers and Employees.

Occupational Requirements

2.16 Occupational Requirements (OR’s) should be used with caution, and the relevant HR adviser must be consulted if the recruiting manager deems an OR to be relevant to the job.

For further information about OR’s, see guidance on ‘Attracting suitable applicants’.

3 Do’s and don’ts

Do use language that is inclusive and non-discriminatory. Do state requirements that are relevant and capable of being objectively measured

during the selection process. If the requirement is not capable of objective measurement, it should not be included.

Do focus on transferable skills that will be of benefit to the university as a whole rather than a specific role where possible.

Do reflect on each requirement to ensure it is measurable at more than one stage of the selection process where possible (see also 3.2).

Do seek advice from experts for technical requirements, to ensure accurate requirements have been specified and the intended assessment method is appropriate.

Don’t – use terms that might contain age or gender bias or other discriminatory connotations. Examples might include:

“Must possess a mature attitude to work” - how is this to be measured?

“Ability to speak fluent English” - this will have a discriminatory impact on people whose first language is not English. Unless there is a clear need for the job holder to be fluent, as opposed to merely reasonably conversant, in the English language, this would be indirectly discriminatory on racial grounds.

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“Smartly dressed in appearance” – could be indirectly discriminatory against people who wear religious or national dress, or who due to bodily shape are unable to wear certain clothes.

“Waitress / Storeman” – is it an essential requirement for the duties to be performed specifically by a man or woman? This is sex discrimination.

“Energetic / enthusiastic / dynamic individual” - unnecessary, irrelevant or marginal requirements such as this can be off-putting to applicants and may be discriminatory eg where a person’s disability causes them to tire easily.

“Physically fit and healthy” – this could discriminate against people with disabilities.

“Must hold a full, clean UK driving license” – may discriminate against a foreign or a disabled applicant. Does it need to be ‘clean’? Is this an essential requirement for the job?

“GCSE English and maths at grade C or above” – citing specific qualifications should be avoided unless clearly justifiable as they can be discriminatory on the grounds of age, race, national origin, etc. It is better to think about the actual skills needed instead, as this will extend the pool of potential candidates. Is maths GCSE needed to do the job or is it more important to have good numeracy skills and ability to do complex calculations?

“A minimum of five years’ experience of managing a team” - asking for specific lengths of experience may be discriminatory on the grounds of age and may be a poor predictor of job performance. The length of experience is not necessarily an indicator of the quality or depth of experience and can lead to arbitrary selection decisions.

Refer to the good practice examples provided at appendix 1.

4 Method of assessment

4.1 The person specification form must indicate how each requirement will be measured in the selection process.

4.2 It is bad practice to measure every requirement at application stage and may deter people from applying, especially if the requirements to be addressed at application stage are numerous. Where possible, each requirement should be measured more than once during the selection process eg written communication skills might be measured at both application and at test stage. By using more than one method to measure each requirement, the correlation between performance during the selection process and performance in the job is likely to be closer than if only one method is used. However it is acknowledged that for some skills eg keyboard skills, there may only be one method of measurement ie test.

4.3 Decisions about which tests are to be used and at what stage of the selection process, need to be made when the person specification is being drawn up.

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Application form

4.4 Recruiting managers should be realistic about the requirements that can be objectively measured by the application form. If all requirements are indicated as measurable by application, those applying will inevitably attempt to meet unrealistic expectations to provide evidence of their skills and related demonstrable experience or will be deterred from applying.

4.5 Certain requirements will be more effectively measured using interviews and tests related to the job context eg presentation skills, knowledge of legislative requirements, problem-solving and analytical skills, etc.

Interview

4.6 A structured interview provides an opportunity to measure previous experience, understanding, knowledge and abilities. It is an opportunity to verify information provided on the application form.

See guidelines on Selection methods.

Tests

4.7 Tests related to the job context are better at predicting future performance in the job than any other measurement and should be used wherever possible and practicable to measure skills, knowledge and application of experience.

See guidelines on Selection methods.

Documentary evidence

4.8 Some of the requirements may best be demonstrated with documentary evidence, for example, a qualification, an award, portfolio of achievement or project work. This is particularly effective if the evidence is linked with a question during the interview.

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APPENDIX 1 – Sample person specifications

Person Specification

Administrative AssistantCORPORATE AFFAIRS

Area of responsibility

Requirements Essential or desirable *Method of assessmentA I T D

Administration Competent written skills for preparing documents such as routine reports and correspondence, and taking messages.

Essential

Numeracy skills to accurately assess travel costs, monitor course delegate numbers, and schedule appointments.

Essential

Ability to prioritise own workload with minimal supervision.

Essential

Experience working in a busy office environment, adhering to administrative deadlines.

Essential

High levels of accuracy and strong attention to detail.

Essential

Ability to organise information in a clear and logical manner, to arrange meetings and book travel arrangements.

Essential

Understand confidentiality and the requirements of the Data Protection Act.

Essential

Records and reports

Able to type a wide range of professional documents including letters, emails and reports using word processing software and equipment.

Essential

Competent email and internet user including experience of Microsoft Office/Outlook packages.

Essential

Ability to use spreadsheets, databases and IT presentation packages (i.e.

Desirable

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Note – This person specification is provided as a good practice example template only and is not intended to be an accurate reflection of the role.

Area of responsibility

Requirements Essential or desirable *Method of assessmentA I T D

PowerPoint).

Liaison and communication

Ability to communicate effectively at all levels.

Essential

Excellent customer service skills. Essential

Equality and diversity

Able to provide a service to a diverse range of people to promote good relations and equality.

Essential

Other requirements

Occasional out of core hours work Desirable

*A = Application Form; I = Interview; T = Test; D = Documentary Evidence

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Person Specification

Technical Services ManagerFACULTY OF HEALTH & LIFE SCIENCES

Area of responsibility

Requirements Essential or desirable *Method of assessmentA I T D

Leadership and Management

Experience in managing laboratories either in higher education or similar student focussed environment.

Essential

Ability to create a customer and performance management focussed culture.

Essential

Previous team leadership experience of managing staff through change.

Essential

Effective communicator and negotiator with people in various roles.

Essential

Good understanding of equality issues and how they affect the workplace.

Essential

Coaching and mentoring skills Desirable

Awareness of research and commercial activity in the context of higher education.

Desirable

Technical Proficient with Microsoft Office applications or similar.

Essential

Degree in a science related subject or equivalent technical or professional qualification.

Essential

Analytical skills and a proven ability to ensure accuracy and attention to detail.

Essential

Able to promote a positive health and safety culture, and improve health and safety performance.

Essential

Budget control Ability to manage budgets in line with financial regulations.

Essential

Planning and Experience of project management, Essential

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Note – This person specification is provided as a good practice example template only and is not intended to be an accurate reflection of the role.

Area of responsibility

Requirements Essential or desirable *Method of assessmentA I T D

organisation including experience of meeting tight and changing deadlines. Able to work autonomously and proactively.

Essential

Other Requirements

Ability to work unsocial hours including weekends during peak times or for events.

Essential

*A = Application Form; I = Interview; T = Test; D = Documentary Evidence

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Person Specification

Lecturer/Senior Lecturer

FACULTY OF HEALTH and LIFE SCIENCES School of Nursing and Midwifery

Area of responsibility

Requirements Essential or desirable *Method of assessmentA I T D

Teaching and Learning Support

Degree in related subject Essential

Registered nurse, part 1 Mental Health Essential

Postgraduate degree or willingness to study for one.

Essential

Evidence of continuing professional development.

Essential

Experience of working or teaching in an interprofessional context.

Essential

Management and leadership experience Essential

Ability to present information in a variety of methods appropriate to the needs of the audience.

Essential

Understanding of and ability to respond to the learning needs of students from diverse backgrounds.

Essential

Nursing and Midwifery Council recordable teaching qualification.

Desirable

Research and Scholarship

Current academic /clinical practice in Mental Health

Essential

Evidence of addressing professional issues in both practice and education.

Essential

Ability to contribute to the scholarly and income generation activities of the division.

Essential

Ability to prepare successful funding and research bids.

Desirable

Established research and publication profile.

Desirable

Planning and Ability to work within a team and on own initiative.

Essential

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Note – This person specification is provided as a good practice example template only and is not intended to be an accurate reflection of the role.

managing resources

Ability to communicate effectively at all levels

Essential

Ability to contribute to the faculty's programme of interprofessional education.

Essential

Experience of identifying and responding to business development opportunities.

Desirable

Knowledge of HE student recruitment and selection requirements.

Desirable

Other Satisfactory enhanced disclosure and barring service check.

Essential

*A = Application Form; I = Interview; T = Test; D = Documentary Evidence

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APPENDIX 2 - Example areas of responsibility

The examples below are suggested ‘areas of responsibility’ that may be of use for the types of posts described below. These are not mandatory and can be used solely or alongside other appropriate ‘areas of responsibility’ determined by the manager.

All academic positions

Example areas of responsibility

Teaching and learning support Planning and resource management

Research and Scholarship Leadership and management

Liaison and networking Initiative, problem solving and decision making

Professional services positions

Nature of Position Example areas of responsibility

Office Assistants/ Reception Processing information Customer serviceRecord keeping Liaison and communicationsOffice administration Service deliveryReception

Administration / Co-ordination Processing information Investigation and analysisLiaison and communications Customer serviceAdministration Problem resolutionReporting and information

Secretaries/PAs Diary management External relationshipsProjects Budget controlAdministration Management briefingCommittee servicing

Specialists Technical Budget controlMarketing Communication and liaisonService delivery Advice and guidanceCustomer service Health and safety

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Officers Advice and guidance Communication and liaisonService delivery Policy development Projects Monitoring and analysisCoaching Budget control

Supervisors/Managers Supervision Performance improvementLeadership and management Operational ManagementPlanning and organisation Budget controlService delivery and development

Strategy

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