Criterios de valoración a) Impacto de las actividades:

The specification has three objectives. Firstly, to provide a focus for the organisation to agree on the traits of the person who is likely to be suc- cessful. This is an internal process to ensure that HR and line manage- ment are reading, so to speak, from the same hymn sheet. Secondly, when incorporated into advertising material, it communicates the required information to potential applicants. This should help to reduce the number of applications that are quite unsuitable. Thirdly, the specification can be used as a selecting aid whereby a scientific and objective method can be used to select applicants for the short-list by means of measuring them for proximity to the specification.

Before the era of equal opportunities legislation, person specifica- tions followed closely the models laid down by either:

■ Rodger’s seven-point plan (1952) – Physical make-up, Attainments, General Intelligence, Special Aptitudes, Interests, Disposition and Circumstances.

■ Munro-Fraser’s fivefold framework (1954) – Impact on others, Qualifications and experience, Innate abilities, Motivation and Emotional Adjustment.

An intr oduction to human r esource manag ement Cha pter 4 Figure 4.3

An example of a job profile at Abbey National Building Society

Job Purpose: To deliver a range of administration support services within Personnel

ACCOUNTABILITIES PERFORMANCE INDICATORS

1. Administration Undertake broad range of administrative processes; input Workload targets met on time

data onto computerised systems; check for accuracy and

completeness. Provide ad hocinformation.

2. Communication Initiate contact with others in order to commence/ Accuracy of work

complete processes, gather information by face to face, telephone or in writing. Feedback regularly to customers/ line managers on progress.

3. Respond to Enquiries Resolve standard queries received either face to face, by Effectiveness at processing enquiries,

telephone or letter; refer promptly and accurately accurately assessing when to refer,

enquiries requiring additional expertise; access and annotating records accurately

annotate records.

4. Work planning Prioritise and plan tasks to be completed. Work planned effectively, customers kept

Clearly communicate areas where you are unable well informed

to meet requirements.

5. Service standards/compliance Ensure that procedures are in place to meet all statutory Compliance with processes/regulatory

requirements so that internal and external customers requirements and legislative work

are given quality service. Contribute ideas to improve completed to schedule

service/processes.

KNOWLEDGE, SKILLS AND EXPERIENCE COMPETENCIES

1–2 years in admin. experience Good knowledge of range of systems Keyboard, WP & telephone skills Team Focus

Focus on customer care Numerate

Problem Solving

Ability to work under pressure.

Recruitment

127

Figure 4.3

(continued)

(This page describes differences from the CENTRAL level of the job statement and needs to be read in conjunction with the first page)

COMPREHENSIVE

ACCOUNTABILITIES PERFORMANCE INDICATORS

Handles complex admin. work. Effectiveness at handling more complex admin. work and problems

Is autonomous in planning own work Accuracy of completed tasks to service standards

Provides more complex management information Prompt completion of accurate reports reports and analysis

Undertakes day-to-day supervision, more systematic Effectiveness of coaching/development support coaching and development of core/central levels

Proposes improvements to admin. processes Successful implementation of new processes and local systems

Covers for professional management level Keep abreast of current legislation Technical advice

KNOWLEDGE, SKILLS AND EXPERIENCE COMPETENCIES

Good knowledge of systems/procedures and how they need to be applied Keyboard, telephone, spreadsheet and WP skills

Thorough understanding of how software needs to be applied At least 2 years in admin. role

Ability to prioritise own and others work Awareness of policy/legislation information Numerate

Interpersonal skills Problem solving

An intr oduction to human r esource manag ement Cha pter 4 Figure 4.3 (continued)

(This page describes differences from the CENTRAL level of the job statement and needs to be read in conjunction with the first page)

CORE

ACCOUNTABILITIES PERFORMANCE INDICATORS

Works on less complex and closely defined clerical Speed and accuracy of completed tasks to

admin. processes service standards

Generation of standard correspondence to customers Adherence to standard documentation, referral where appropriate

Resolves basic information enquiries and refers Effectiveness at resolving enquiries,

where necessary accurately assessing when to refer

Input of data onto computerised systems Speed and accuracy of input likely to be a focus of the job

Receives close supervision when processing work Learns from instruction and supervision

KNOWLEDGE, SKILLS AND EXPERIENCE COMPETENCIES

Ability to learn procedures and systems Keyboard, telephone and WP skills

Ability to assimilate basic data and information Numerate

Neither of these models remain safe or satisfactory today. General Intelligence and Innate Ability is impossible to quantify, given the demise of the IQ test which leaves only a vague and unworkable state- ment of ‘a good level of intelligence’. Most practitioners accept that Interests are irrelevant and likely to be discriminatory, especially if they wish, as was often the case, to draw out interests in male activities such as golf or shooting. Questions on circumstances are especially discrim- inatory, referring to ability to work shifts, to be geographically mobile or likelihood of length of time before the applicant starts a family. Even physical make-up has been steadily eroded as a required specifi- cation, with few occupations able to justify height, strength or even manual dexterity in their specification on grounds of equal opportun- ities. Even ‘ability to lift heavy weights’ is a doubtful requirement since the introduction of the Manual Handling Operators Regulations 1992. This leaves qualifications, knowledge, skills and experience plus cer- tain personal qualities which should make up the conventional person specification. Personal qualities have a more subjective element but psy- chometric testing (see Chapter 5) provide a more solid objectivity as long as the qualities required are based on well-defined and justified organisa- tional requirements rather than the personal preferences of the recruiter. A conventional person specification will take the form of Figure 4.4 with characteristics distinguished by the ‘essential’ and ‘desirable’ tags. It is important that the levels of qualifications, skills and experience is not over-rated as this will have a double negative effect. It will both discourage a number of suitable applicants from applying and then discourage the successful application when they find that their skills and experience may not be put to best use.