Creating the Person Specification

The Challenge of Uniqueness in Selection

Once the role is clearly defined, we must focus on the type of person who would be successful in it. The fundamental challenge is that each individual is unique.

Each candidate possesses a distinct mix of strengths, weaknesses, skills, personality and life experiences.

This uniqueness makes attempting to directly compare one candidate to another (Person A vs. Person B) a subjective, confusing, stressful and ultimately unreliable task to make an objective decision.

The Solution: The Person Specification.

The tool to overcome this challenge and structure the process is the "Person Specification".

This is a formal document that explicitly details all the different skills, abilities, experiences and characteristics that are considered necessary for a person to be successful in that specific job.

While some qualities may be consistent with the overall culture of the company, the elements of the specification will vary significantly with each role.

The Method: Compare against the Criteria, not between People

The main value of a good specification is that it radically changes the method of evaluation.

Rather than falling into the confusing trap of comparing one candidate directly against another, the specification allows each candidate to be evaluated individually and objectively against the predefined criteria in the document.

This ensures that everyone is measured against the same yardstick and the decision is based on the job requirements.

Key Category 1: The "Essential"

This document organizes the required qualities under two main headings: "Essential" and "Desirable".

The "Essential" elements are those that the candidate must have; they are non-negotiable.

If an applicant lacks even one of these elements, regardless of his or her other qualities, he or she should not be selected for the position.

The Common Mistake: Avoiding the "Superhero" Search

It is vital to be strict and realistic about what is genuinely essential.

A common trap is to classify almost everything as essential, creating an idealized "superhero" profile that is impossible to find in reality.

This only leads to frustration and failed selection processes.

A good question to filter is: "Is there anyone currently performing this job successfully who does not possess this element?". If the answer is yes, then that element is not really essential.

Also be careful not to include personal preferences (such as impeccable spelling) if they are not relevant to the actual performance of the job, as you run the risk of screening out an excellent candidate for the wrong reasons.

Key Category 2: The "Desirable"

The "Desirable" category includes those items that are "nice to have". The job can be done without them, but they represent an added bonus if the candidate possesses them.

These factors may include skills useful for future promotions or development.

It is good practice to weight or rank these desirable elements (e.g., into A, B, and C levels) to be clear about which bonuses matter most.

This makes the final decision easier if several candidates meet all the essential requirements.

Core Specification Elements

Although each specification must be meticulously tailored to the role, it generally focuses on key factors such as: Skills (what they can do), Knowledge (what they know), Experience (what they have done) and Behaviors/Attitudes (how they think and act).

Summary

Each candidate is unique, so comparing people (A vs. B) is subjective and confusing. Objective selection requires a different tool to structure the process.

The solution is the "Person Specification". This document details the skills and characteristics needed. It allows each candidate to be assessed individually against the predefined criteria, not against others.

It is divided into "Essential" (non-negotiable) and "Desirable" (a bonus). It is vital to be realistic in defining the essential and not to create a "superhero" profile that is impossible to find.