1. STRATEGY

How does the current position contribute to achieving the overall organizational objectives? What are the desired outcomes short-term, mid-term, and long-term? Is the position described in terms of outcomes as well as in terms of activities? How much time is available to achieve the desired results?

2. ORGANIZATION

How does the position relate to the rest of the company? What are the critical interfaces and what are the expectations that others (subordinates, peers, and superiors) in the organization have from this position? What resources are available to this position, both in terms of people and money, and are the resources sufficient to achieve the desired results? Are there elements within the organizational design that make the position more demanding? Are there changes that can/should be made to the organizational design so that the total organization would be ideally suited to achieve the overall organizational goals?

3. CULTURE

How would one describe the culture of the organization? How do people behave? What behaviors are rewarded? What behaviors are not? What policies are relevant to this position (including of course, but not limited to, compensation policies)?

By answering all these questions, the Position Specification emerges. The Position Specification quite logically leads one to define the Candidate Specification with very few additions.

While all of these questions should be answered from the company's point of view, it is also important to answer them from the candidate's point of view. This will largely determine the 'attractiveness' of the position. Throughout the assignment, it will be our responsibility to give you feedback on how a certain job content will be viewed in the market and what response you should expect.

If we do our work properly, we will know exactly what you are expecting and we can also tell you exactly what you should expect. Any discrepancies can be addressed from the very start, rather than several months later.