Recruitment and
Selection
Patricia McBride
Welcome!
University of Cambridge
Guest Speakers
• Jacqui Kemp, Freelance H.R. Adviser.
• ‘The Legal Issues’
• Liz Timperley, Recruitment Services
Manager, University of Cambridge.
• ‘The Recruitment Team’
University of Cambridge
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Today we will cover...
Legal issues
Selection Criteria
Shortlisting
Using tests and other selection methods
Interview preparation
Questioning techniques
Listening and rapport skills
Making a balanced decision
Notifying candidates
Paperwork and follow up
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Overview
• Person profile within role description
forms basis of selection criteria
• Do pre-employment checks
• Gain permission to fill or create vacancy
• Determine selection criteria
• Make interview and testing
arrangements
• Complete long and short listing
• Write interview questions
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Overview cont.
Request references when
appropriate
Hold interviews/selection
events
Select candidate
Notify candidates
Retain documents in secure
place for 12 months
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Constructing Selection
Criteria
• These criteria used throughout selection process
• Must be based on skills, knowledge and
experience required for the job
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Must not be discriminatory
Can include Behavioural Attributes
Distinguishes between essential and desirable
criteria
Record your criteria on HR6 Selection Criteria
template.
University of Cambridge
Scoring
Suggested scoring system:
4 = Exceeds requirements
3 = Meets requirements
2 = Meets the requirements in most
respects
1 = Meets the requirements in some
respects
0 = Does not meet the requirements.
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Weighting Scores
Selectio
n
Criteria
Number
Score
Weighting
Total Score
1
4
40
160
2
3
20
60
3
4
20
80
4
2
10
20
5
3
10
30
TOTAL SCORE
350
University of Cambridge
Behavioural Attributes
•Communication
•Relationship Building
•Valuing Diversity
•Strategic Focus
•People Development
•Negotiating and Influencing
•Innovation and Change
•These can be used at all
stages of the recruitment
process
University of Cambridge
Positive Indicators examples
for planning and organising
• Identifies important activities and
milestones, establishing importance and
urgency
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Constantly monitors and assesses progress
Plans alternatives and contingency plans
Assesses new information and reorganises
the workload to meet new demands
Knows the status of own work and uses any
spare time or resources to do other work
University of Cambridge
Activity
• In your small groups discuss and
decide:
• What selection methods you would use
• How you will score each method
• Overall scoring arrangements
University of Cambridge
Reduce the Risk of Discriminatory
Selection Criteria
• Length of service
• Willingness to work outside normal
hours
• Preference for full time workers
• Acceptance of only UK academic or
professional qualifications only
• Age restrictions
University of Cambridge
Shortlisting
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Review applications against the selection
criteria using the grid provided.
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Only shortlist candidates who meet the
essential criteria.
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Use desirable criteria for further selection
if required. Keep score sheet.
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Invite successful candidates to interview.
Send rejection letters to others.
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Request references at appropriate time
University of Cambridge
• - Shortlisting
shortlist alone
- don’ts
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- be casual about the process
- make assumptions about foreign
qualifications
- determine skills by handwriting
- exclude candidates on any grounds covered
by Equality Act 2010
- reject candidate because they can’t access
your building
- shortlist applicants who don’t meet the
necessary essential criteria (unless your
policy
University
of
Cambridge
says you may)
- Shortlisting
•Activity
Work independently
at first, then meet to
decide.
• Assess applicants against the person
specification, not each other
• Be methodical and take notes. Use approved
forms
• Judge only against selection criteria. Initially use
Essential Criteria, using Desirable Criteria only if
necessary.
• Remember to weight items where appropriate
• Use behavioural as well as other criteria, if
chosen
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References
•Request before or after
interview/tests
•Use with care
•Gaining references may be
difficult
•Check if you sense anything you
don’t trust
•Phone referee if you want more
info
•Give candidate opportunity to
explain any issues arising from
references
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ACTIVITY
In your small group:
Study the details of the job and the
Person Profile
Shortlist the two candidates
Use the form provided to record your
decisions
University of Cambridge
Interview Preparation
• Book room, notify relevant people internally
• Design questions
• Decide who will chair the Appointing Body
• Decide who will ask which questions
• Arrange visits to workplace, tests, etc.
• Have all relevant paperwork prepared
• (Allow yourself time for coffee!)
University of Cambridge
ISSUE
DESCRIPTION
Self-fulfilling
prophesy
Assessor asks questions designed to confirm initial
impressions of candidate
Stereotyping effect
Assessor assumes that a candidate will have particular
characteristics because s/he is a member of a particular
group
Assessor rates a candidate as ‘good’ or ‘bad’ across the
board, often based on an unconscious initial impression
Halo and Horns
effect
Contrast effect
Similar-to-me effect
Assessor allows the experience of interviewing one
candidate to affect how they interview candidates seen
later
Assessor gives preference to a candidate they perceive
as being similar to themselves
Personal liking effect
Assessor is influenced by whether they like the
candidate or not
Primacy/regency
effect
Assessor puts too much emphasis on information
provided by first and/or last candidate
Question Types
• Open - encourage full
answers
• Follow on - learn more
• Closed - useful for
clarification/verification
• Leading - suggest the
answer (don’t do it!)
• Don’t use hypothetical
• Behavioural - ask about
past behaviour
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Activity
• In your small groups
design questions for your
interview
• Decide and note weighting
for each question
• Decide who will ask each
group of questions
University of Cambridge
Interview
•* Welcome candidate
•* Introduce all panel members
•* Put candidate at ease
•* Briefly outline the job
•* Explain how interview will work and length of
interview
•* Ask questions
•* Give candidate an opportunity to ask
questions or give further information
•* Explain next stage
•* Goodbye
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After the Interview
•* Review all scores
•* Apply agreed decision rules, incorporate results
of
tests, etc.
•* Record all scores
•* Confirm when and by whom candidates will be
contacted
•* Contact successful candidate first
•* Use Conditional Offer Letter
•* Agree who will provide feedback if required
•* Retain documents for 12 months
University of Cambridge
Interview
panel
tasks
• Plan whole process working together
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Book room, arrange timetable
Plan tests
Choose selection criteria
Shortlist
Design interview questions
Interview
Make the decision
Let candidates know results
Keep papers safe
University of Cambridge
Giving Feedback
• Feedback should be based on skills,
knowledge, qualifications for the job
• It should not be based on personal
factors or opinion
• Can be structured by discussing each of
the selection criteria
• Can be in writing or giving verbally.
Writing is preferred.
University of Cambridge