Recruit and select workers for the role
Match job analysis, recruitment channels, selection methods and employment terms to the vacancy and candidate.
Cambridge International AS & A Level Business 9609, 2026–2028 syllabus and 2029 syllabus, section 2.1.3. Cambridge states that the 2029 syllabus has no significant changes affecting teaching. This lesson maps only its named section; other sections and full paper practice remain separate. Written practice is self-checked
Before you begin
- No previous business course is assumed. Use the lesson's definitions before applying them to the business context.
Work on paper. Try each question before revealing help, and explain why your method works.
Quick readiness check
What belongs mainly in a person specification?
What you will learn
- Distinguish a job description from a person specification
- Compare internal and external recruitment
- Select suitable recruitment and selection methods
- Explain the purpose of employment contracts
Recruitment defines and advertises the vacancy
A job description states duties and responsibilities; a person specification states the skills, qualifications or qualities sought. A clear match helps candidates understand the role and supports consistent selection.
Internal recruitment considers current employees; external recruitment seeks candidates outside the organisation. Job advertisements, employment agencies and online recruitment are possible methods. The best channel depends on urgency, cost, skills and the size of the candidate pool.
Selection evidence should match the job
CVs or application forms describe experience; interviews explore examples; references, tests or assessment centres can provide additional evidence. A method should be relevant, consistent and fair for the role.
An employment contract records agreed terms such as duties, hours and pay. Requirements vary by law and country; businesses should apply the relevant rules and avoid promising identical terms where the role differs.
Pause and explain
Why might an internal applicant be suitable for promotion?
Worked example
A firm needs a data analyst who can explain results to non-specialists. Name one person-specification requirement and one suitable selection method.
Show the worked solution
- Communication of technical results is a relevant skill requirement.
- A work sample can test analysis and explanation together.
- Use consistent criteria for each candidate.
Answer A person specification could require clear written and spoken communication alongside data skills. A short work sample asking candidates to explain a chart would provide relevant evidence when marked consistently.
Try a topic test
Choose Easy, Normal or Difficult. Save your answers and open worked review after finishing.
Test this topic →From guided practice to a new situation
Write your answer and reasoning first. Use a hint only if you are stuck. The model solution is for self-checking; your written work is not automatically marked.
A clinic recruits a receptionist who must handle confidential records and calm upset patients. Suggest two person-specification criteria and one selection method.
Give me a hint
Make criteria relevant to the duties and assess them using evidence.
Compare my reasoning
- Specify accurate record handling and respectful communication.
- Use a scenario-based interview or work sample.
- Apply the same criteria to each candidate.
Criteria could include accurate confidential record handling and calm, respectful communication. A standard scenario-based interview or short work sample could assess these skills using consistent criteria.
Look for these in your work
- Role-related criteria
- Selection method matches skills
- Fair comparison
A company has a trained employee ready for a supervisor role but wants new expertise. Compare internal and external recruitment.
Give me a hint
Consider speed, morale, skills, cost and the firm's specific gap.
Compare my reasoning
- Internal promotion can retain knowledge and motivate staff.
- External recruitment can add new experience but may cost more and take longer.
- Compare candidates against the supervisor role rather than assume either source wins.
Internal recruitment may be faster and reward a trained employee, while external recruitment may bring expertise the company lacks. The company should compare evidence against the role and consider the effect on the workforce and time to fill the vacancy.
Look for these in your work
- Both sources compared
- Contextual benefit and cost
- Selection based on role
An applicant is rejected after an unstructured interview, while another is accepted mainly because the panel liked them. Explain one risk and a remedy.
Give me a hint
Think about consistency, job relevance and bias.
Compare my reasoning
- Unstructured questions may give candidates unequal opportunities.
- Personal liking can replace job evidence.
- Use standard questions and a scoring guide tied to the person specification.
The process may be inconsistent or influenced by bias, so the chosen applicant may not best fit the role. Standard questions and a clear scoring guide linked to the person specification can improve comparability.
Look for these in your work
- Risk identified
- Selection quality effect
- Specific remedy
Common mistakes
- Putting duties in the person specification and qualifications in the job description
- Assuming external recruitment is always better
- Selecting only by interview confidence when the role needs other evidence
What can you explain now?
What belongs mainly in a person specification?
Compare with the explanation
The qualifications and skills sought
It describes the candidate requirements.
After trying it yourself, choose your next review. This is your self-assessment.
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Make it stick
How do a job description, person specification, selection method and contract serve different purposes?
If you needed the solution, close it and solve the problem again from a blank page. A correct answer is stronger when you can explain the reason for each step.