Guidance for Chairs of Interview
Panels
2
Table of Contents
Introduction – Guidance for Chairs of Interview Panels ....................................4
1. Preperation Before the Interview ...........................................................5
2. Questions ...........................................................................................6
3. During the Interview ............................................................................7
4. Reaching a Decision .............................................................................8
5. Job Offer ............................................................................................9
3
Introduction – Guidance for Chairs of Interview Panels
This document provides information to help you understand the important role of
the Chair at the various stages of the recruitment process: pre-interview,
interview and post interview. It is a guide only and not intended to be followed
prescriptively or to replace the Managers’ Guide to Recruitment & Selection.
As the Chair of the panel you have a responsibility to ensure that the interview is
carried out objectively, professionally, legally and in-line with the University’s
Equality and Diversity and Staff Recruitment and Selection Policies. The panel
Chair should have completed NTU’s Recruitment and Selection training, but if this
is not possible please talk to a member of your Human Resources team for advice
and guidance
HR will provide you with application forms, covering letters and CVs. They will
also arrange for references once you have made your decision to appoint. You
will need to make sure you have the current Job Description and Person
Specification for the post.
The following checklists will help you, as the Chair, to prepare for, conduct an
interview and facilitate discussion to decide on the appropriate candidate and
make the job offer.
4
1.
Preperation Before the Interview
Activity
Select and brief the panel members on the shortlisting and appointment
process.
√
Set up and manage a meeting to review the Person Specification and agree
the key selection criteria you will use to shortlist the candidates.
Ensure that all panel members are competent in and familiar with the
selection process and have all the relevant documents e.g. Job Description,
Person Specification, Application Forms, in advance of the shortlisting
meeting.
Conduct Shortlisting meeting and complete the Shortlist Assessment Form.
Agree interview arrangements including date, times, questions and
interview structure with the other panel members.
Ensure Shortlist Assessment Form, interview arrangements and other
relevant documents are returned to HR.
Arrange for the panel to meet at least 15 minutes before the first
candidate is due to arrive. Use this time to:
ƒ Check that the panel members have read and understood the
information they have been given.
ƒ Check that the panel is using the agreed set of criteria based on the
Person Specification.
ƒ Ensure all the panel members know which questions they are to ask
and in which order.
Ensure that all panel members have the results of tests (if completed
seperately)
Notes
5
2.
Questions
Activity
Ensure that individual panel members have been assigned roles and areas
of questioning.
√
Ensure all questions are competency-based, asking candidates to give
examples from their past experiences.
Avoid hypothetical or scenario based questions as they do not assess
competence.
Notes
6
3.
During the Interview
Activity
Interview Structure
Greet the candidate, thank them for coming and introduce them to the
members of the panel.
√
Explain the overall process to the candidate, explaining that they can
expect members of the panel to take notes as they speak.
Ask an opening question designed to relax the candidate and help them to
overcome their nerves.
Monitor the process and intervene if a member of the panel asks an
inappropriate and/or potentially discriminatory question.
Help the panel to keep to time including ensuring that the candidate has
sufficient time at the end to ask questions.
Keeping Records
Ensure that the panel takes notes and record the process (use the
Interview Assessment Form).
Panel members are not expected to take notes whilst they are asking their
questions.
At the end of the interview
Bring the interview to a close by thanking he candidate for their time.
Explain the decision making process and how and when the candidate will
be informed of the outcome.
Notes
7
4.
Reaching a Decision
Activity
Encourage the panel to use all the available information including the
application form, results of tests, and the interview itself.
√
Help the panel to discuss each candidate individually in the context of the
Person Specification.
Ensure that the candidates are assessed against the agreed criteria rather
than against each other.
Ensure any assertions which can be supported by evidence are noted on
the Interview Assessment Form.
Help the panel to decide if any candidates do not meet the essential
criteria and are therefore not appointable.
If more than one person could be appointed agree which of the candidates
is the first and second choice. (It is usually impractical to reconvene the
panel if your first-choice candidate declines the job offer.)
Agree whether the second choice candidate is appointable in the event that
the first choice candidate turns down the position.
Record the above decisions (on the Interview Assessment Form).
Collect interview packs, notes and assessment grids from panel members
and return these with the Interview Assessment Form to the appropriate
member of your HR department. (All records are kept until they are no
longer required for feedback or to respond to a challenge, and then they
are shredded.)
The chair will normally provide feedback to unsuccessful candidates.
Notes
8
5.
Job Offer
Activity
The Chair will normally make the job offer and, having consulted with the
HR team, agree the salary, to ensure equality of reward across the
University. This offer is conditional and subject to references and
appropriate checks.
√
Notes
9
www.ntu.ac.uk/cpld
10