A job specification rises above a simple description - additionally, it emphasizes the mental and physical characteristics needed of the job holder. For instance, a job specification for a beginner manager’s post in a supermarket store included the following:

“Managers at all levels will be supposed to demonstrate responsibility. The organization is searching for people who are robust and talented. They should have a skill for business, know how to sell, and to work in a team.”

Job analysis, job description, and job specification can present helpful information to a business additionally to serving as recruitment means.

A job description is determined to specify how a particular employee will play a part within the organization. As a result it will need to describe:
1) the title of the job;
2) to whom the worker will be responsible;
3) for whom the worker is responsible;
4) a simple explanation of the function and duties of the worker within the company.
A job description is sometimes used as a job indicator for candidates for a job. On the other hand, it could be used as a instruction for a worker and his or her line manger as to his or her role and liability within the company.

The aims of job analysis are to:

1. Select workers either from the positions of existing staff or from the employment of new staff.

2. Specify the training necessities of a certain job.

3. Supply with the information which will be helpful in decision making concerning the type of equipment and materials to be doing the job.

4. Recognize and outline the knowledge of employees in their work functions (information that can be used as proof for staff training and promotion).

5. Discover areas of risk and threat at work.

6. Assist in setting rates of pay for fulfillment of job tasks.

A list of important points need to be figured out:
1) the title of the job position;
2) whom the worker will be responsible to;
3) for whom the worker is responsible;
4) a simple explanation of the function and duties of the worker within the organization.

Job analysis can be performed by direct examination of workers at work, by learning information from interviewing job holders, as well as by referring to papers such as training manuals. Information can be picked up exactly from the person performing a job and from their managerial staff. Some large companies purposely employ ‘job analysts’.

External recruitment helps to draw upon a larger choice of talent, and offers the opportunity to bring new knowledge and ideas in to the company. Difficulties are that it is more expensive and the business may end up with a person who proves to be less successful in practice than they did on paper and  during the interview.

There are some stages, that can be used to identify and set out the character of particular jobs for recruitment objectives:

Job analysis is the procedure of examining jobs to make out the key requirements of each job position.

There are a lot of advantages of hiring people inside the organization but at the same time a number of problems may arise if recruitment within the organization is taking place.
The drawbacks of recruiting from within are the following:

1. You will probably have to replace the person who has been promoted. So there still might be a need for external recruitment.

2. An insider will less possibly make the necessary criticisms needed to get the  organization acting more efficiently.

3. Promotion of one candidate within the organization may sadder someone else.

The advantages of internal recruitment are the following:

1. Significant savings. Individuals possessing inside understanding of how a business works will need less time for training and ‘fitting in’.

2. The company is not likely to be greatly ‘disrupted’ by a person who is used to working with others in the company.

3. Internal promotion works as an motivation to all staff to work better within the company.

4. From the company’s point of view, the strong and weak sides of an insider will have been considered.

Recruitment is the procedure of identifying that the company needs to hire someone to the point at that application forms for the position have arrived at the company. Assortment after includes the processes implicated in choosing from candidates a appropriate applicant to fill a post. Training includes of a range of procedures concerned in making sure that job holders possess the required skills, understanding and attitudes needed to help the company to achieve its gains. Recruiting individuals to fill exact posts within a company can be done either internally by employment inside the firm, or externally by recruiting candidates from outside.

After the short-lists are combined the selected candidates should be invited for the interview. After that it  is strongly recommended for a company to examine the references of the candidates who seemed to be appropriate. In case if the candidate’s qualifications and abilities match the job description and if he or she is oriented towards career development and perfection of his or her professional and personal skills then the candidate would be a perfect match.

It is also very important to inform all the rest candidates that they had been unsuccessful.

As a rule, as soon as an employee informs his employer that he is leaving how should the company act? First of all they should discover the reason why the employee had resigned, whether there are any unsatisfactory conditions of working, problems in the team or anything that could be improved. Secondly the company should go in for internal promotion and establish whether there are any candidates to be promoted to the vacant position.

If  there are no internal candidates to be promoted the company should advertise the vacancy or turn to a recruitment agency. The next step would be examination of the applications, resumes and covering letters as well as combination of short-lists of preliminary selected candidates.