Investigate the work behind the vacancy
Course overview · 4 min reading + 12 min practice, estimated
Principles and method
A replacement request often reproduces the last person rather than the next business need. Ask which outcomes are failing or must improve, what decisions the person will own and how success will be observed. Distinguish tasks, responsibilities and outcomes. Explore whether work can be redesigned or distributed before treating the vacancy as fixed. Resolve contradictory stakeholders early. A brief that asks for both a hands-on individual contributor and a full-time people leader may conceal two different jobs. Record what remains uncertain and who will resolve it.
Worked example
A manager requests a senior analyst because the previous employee had that title. Discovery finds the urgent outcome is reliable weekly forecasting and coaching two junior staff. The brief separates analytical delivery from management expectations and confirms the available support.
Put it into practice
Rewrite a fictional replacement request as three outcomes with evidence of success.
Use fictional information and keep your work in your own notes.
Compare your approach: self-review guidance
Each outcome should name a result, context and review horizon. Avoid personality labels such as dynamic or rockstar. Identify which responsibilities are essential from day one and which can develop with support.
Sources and further reading
Original Academy teaching and fictional examples. These references provide context, not endorsement. Edition 2026.09; updated 2026-09-24.
- CIPD: Recruitment
Professional context for the recruitment lifecycle.