Recruitment & Selection Guidelines
Table of Contents
Recruitment & Selection Guidelines.............................................................................................................................1
Table of Contents .....................................................................................................................................................2
Assessment of Recruitment Needs...............................................................................................................................5
Approval to Recruit.......................................................................................................................................................5
Vacancy Management Group ...................................................................................................................................5
Procedure .............................................................................................................................................................6
Outcomes..............................................................................................................................................................7
Applicant Information ..................................................................................................................................................7
Introduction to the School/Service/Institute ...........................................................................................................8
Job Description .........................................................................................................................................................8
Contractual Information ...........................................................................................................................................8
Person Specification .................................................................................................................................................9
Selection Criteria ..................................................................................................................................................9
Education and Qualifications ..........................................................................................................................10
Experience ......................................................................................................................................................10
Competencies, Skills and Knowledge .............................................................................................................10
Other Attributes / Abilities .............................................................................................................................11
Special Factors ................................................................................................................................................13
Conclusion ..........................................................................................................................................................13
Other Relevant Information ...................................................................................................................................13
Application Process ................................................................................................................................................13
Closing Dates ......................................................................................................................................................14
The Advertising Process..............................................................................................................................................14
Advertising Costs ....................................................................................................................................................14
2
Advertising Style & Media Deadlines .....................................................................................................................14
Recruitment Agencies.............................................................................................................................................14
Application Process ....................................................................................................................................................15
Equal Opportunities Monitoring Form ...................................................................................................................15
So when are convictions “spent”? ......................................................................................................................15
“Two Ticks” Scheme – Guaranteed interview ........................................................................................................16
Declaration of Eligibility Form ................................................................................................................................16
Selection Panels ..........................................................................................................................................................16
Shortlisting ..................................................................................................................................................................17
Unsuccessful Applicants .............................................................................................................................................18
Reference Request Form ............................................................................................................................................18
The Interview ..............................................................................................................................................................18
Invitation to Interview ............................................................................................................................................18
Interview packs .......................................................................................................................................................19
Timing .....................................................................................................................................................................19
Booking the Venue .................................................................................................................................................19
On the Day ..............................................................................................................................................................20
Interview Plan .........................................................................................................................................................20
The Candidate Assessment Form ...........................................................................................................................21
Feedback on interviews ..........................................................................................................................................22
Interview Expenses .................................................................................................................................................23
Making an Offer ..........................................................................................................................................................23
Authorisation to Appoint ........................................................................................................................................23
Eligibility to Work in the UK ....................................................................................................................................23
Staff Health Declaration .........................................................................................................................................24
Planning Induction ......................................................................................................................................................24
3
4
Assessment of Recruitment Needs
Before even beginning the process of recruitment, you should consider whether the job description of the vacant
post reflects your current and planned requirements. You should ask yourself the following questions:

Have the duties changed in any way?

Are there plans/objectives that will cause the duties to change in the future? Can the work be done
differently/more effectively?

Should the post be
o
replaced as it is
o
added to another post (s)
o
made part time/full time
o
regraded (up or down)
o
What would be the consequences if the post were not filled:
o
in the short term?
o
in the long term?
o
Approval to Recruit
Vacancy Management Group
The policy of Heriot Watt is that staff appointments or extensions of contract must be approved by the Vacancy
Management Group (VMG), in advance of advertising or issue of contract.
The purpose of the VMG is:

To ensure that appointments are compatible with the University’s budgets, strategic plans and workforce
strategy; and

To ensure that HR has the information that it needs to keep proper records of staff appointments, and to
enable them to supply appropriate advice to support compliance with University policies where
necessary.
5
Procedure
The procedure for seeking approval requires the submission of the following documents:

A completed proposal form (using one of the 3 listed below)

Any further necessary explanatory text; and

Additional documents as specified in the notes in the proposal form
It would be helpful if each proposal was given a unique title to avoid ambiguity, and a space is provided for the
purpose on the form.
There are three available forms:

A ‘standard form’ for normal University appointments: VMGINT;

A form to be used for appointments that are entirely supported by external funds, and where there is no
direct or indirect liability beyond that covered by those funds: VMGEXT;
A form for very short-term appointments of agency staff: VMGTEMP.
The documents should be submitted to the HR in electronic form in addition to a hard-copy of the proposal form.
It is essential that the hard-copy is signed by:

The budget-holder for the Planning Group (i.e., the Head of School/Institute or, for the Professional
Services, the Secretary of the University and

The relevant Financial Controller.
Should you have any questions relating to the process please consult your HR Partner before submitting the
papers.
VMG meetings are normally held every two weeks, click here for relevant dates.
It is essential that proposals are received in sufficient time to allow two clear working days between receipt and
the meeting. Proposals cannot be considered until all required information has been supplied, including the
signed hard-copy, and those received after the deadline will be held-over until the next meeting. Some special
cases can be dealt with by correspondence without needing to be seen by the full VMG.
6
Outcomes
For each proposal, the VMG will make one of the following decisions:

That the proposal should be approved

That approval should be deferred pending receipt of specified further information;

That approval should be deferred pending a meeting between a representative of the VMG and the
proposing budget-holder and Financial Controller; or

That approval should not be given (with a brief explanation as to why).
In some cases, a proposer may choose to defer the progression of the application. If the application remains
pending for more than two months because further information requested from the proposer has not been
forthcoming, then it will be considered to have lapsed.
If once approval has been given, an offer of appointment has not been made within six months, then the
permission lapses and must be sought again.
Once approval has been given Recruiting Managers will be asked to supply HR with the following recruitment
materials:

Draft advertisement (stating expected closing date and preferred publications/websites)

Details for the applicant information pack inc job description, person specification, contractual details,
selection criteria for the post

Details of the selection/interview panel.
Managers may also be required to submit a Job overview form if a HERA evaluation of the post is required. Your
HR Partner will be able to supply more details on this.
Applicant Information
This document is prepared to provide applicants with the information they require to apply for a post with Heriot
Watt University. It comprises of the following sections:

Introduction to the School/Service/Institute.

Job Description

Contractual information

Person Specification

Other Relevant information
7

Application Process

Introduction to Heriot Watt University and Values
Introduction to the School/Service/Institute
This is a short introductory statement to the relevant School/Service/Institute. It will be agreed by the HoS and is
meant to give a brief overview only. If you wish to add other relevant information this can be given in the section
provided.
Job Description
The Job Description is essential to the recruitment process. It should be reviewed each time the post becomes
vacant, because jobs change over time. The Job Description allows potential applicants to decide whether to
submit an application. It is also fundamental to the shortlisting and interview process.
The application information template separates the job description into a statement on the purpose of the role
and the key responsibilities. The information provided should reflect any proposed departmental changes or
known future developments.
It is important to include the general statement at the end of the job description that states it is “not
exhaustive, and the role holder may be required to undertake other relevant duties commensurate with the
grading of the post. Activities may be subject to amendment over time as the role develops and/or priorities
and requirements evolve.”
If you would like assistance in what to include in the Job Description contact your HR Partner.
Contractual Information
This section provides an overview of the basic contractual terms being offered with the post. Most of this
information will be in the submission to VMG however the following provides some additional information to
assist in its completion:
Job Title:
School/Service:
Reporting to:
Duration of Post: Open Ended or Fixed Term
Working Hours: state hours if part time / 35 hours
is full time for G1-5; as required to fulfil duties is for
Grade/Salary Range: State grade and full range of salary
points
Pension Scheme: state either Lothian Pension Fund (grades
1-5) or USS (grades 6-10) – for those staff who do not meet
the eligibility criteria for USS or LPF, the NEST scheme is
available.
Annual leave: Grades 1-5 = 25 days, rising to 30 after 5 years
/ Grades 6-10 = 30. Everyone is entitled to 10 Buildings
8
G6-10
Disclosure Scotland Requirement: Yes / No
Closed Days plus 2 or 3 Bridging Days over the
Christmas/New Year period.
Sickness benefits: This varies by grade and service. Please
contact HR if you are unsure
Start Date:
Person Specification
The importance of the person specification cannot be over-emphasised since it forms the framework on which
the whole Recruitment and Selection process is based and by which all subsequent stages are driven. It describes
the ideal person to fill the job in terms of essential and desirable criteria.
Drafting it will help you reflect on the qualities you consider vital in a successful applicant and a well-written
specification will save you time and effort when you come to shortlist. It may also afford you some protection
from claims of unfairness or discrimination.
The main purposes of the person specification are:

To be used in setting the criteria for shortlisting

To plan and prepare the interview questions

To be used as a means of assessing candidates at interview
The more clear and precise the criteria, the more straightforward and less time consuming the later stages of the
process will be.
Selection Criteria
Essential criteria are the minimum standards necessary for fully effective performance and therefore form the
basis for shortlisting (i.e. someone who does not meet the essential criteria will not in your view be capable of
fulfilling the requirements of the post). Desirable criteria are the extra qualities that you might hope to find in an
ideal candidate. Desirable criteria may be applied to reduce to a manageable shortlist a large number of
applicants who meet the essential criteria.
Care must be taken not to discriminate unlawfully by setting criteria which

are unrelated to the duties of the post

are higher than necessary
9

which might disadvantage certain groups (e.g. asking for Higher English for a mail room assistant could
discriminate against ethnic minority applicants; requiring all applicants to possess a driving licence when the
post involves only limited travelling (and this could be undertaken by public transport) could discriminate
against disabled applicants).
However it is important to note that an individual who has advised in their application that they have a disability
and meets the minimum criteria MUST be offered an interview under the “Two Ticks Scheme” which Heriot Watt
has signed up to.
The Person Specification is broken down into several factors:
Education and Qualifications
The post may require Standard or Higher Grades (or equivalent qualification), an Honours Degree or PhD. It could
require membership of a professional organisation such as membership of the ILM (Institute of Leadership and
Management). It could be a postgraduate qualification such as a Diploma in Careers Guidance.
You should be careful to keep the requirements realistic, and not set them too high for the job. You should ask
yourself, is it really necessary to have this qualification to perform the job, or is it only desirable (e.g. does the
post really require an Honours Degree or would “educated to a degree level” suffice)? If you are unsure, put the
higher qualification in the desirable category, and in this way, you will not be excluding any applicants who may in
other respects be exceptionally skilled but who do not meet the qualifications requirement.
Experience
You should avoid ambiguous statements/words such as extensive, considerable, and appropriate and instead
define the type and level of experience required. So, for example, instead of saying, “the post holder will have 5
years management experience”, it is better to specify that experience at a senior management level should
include managing change, people and budgets etc. For a post of Administrative Officer, rather than state “a
minimum of two years experience in an Administrative role”, it would be better to state “You will require
previous experience in an Administrative role which includes experience of minute taking, servicing various
committees, using software packages to e.g., compile mail merges, produce statistical reports and design power
point presentations”. Particular areas of expertise should be identified.
Desirable criteria might be “previous experience of working in a public sector or HE environment”. You may wish
to specify, “previous supervisory experience is desirable” if the post involves some element of supervision, but
you do not want to eliminate applicants who have not yet had any management or supervisory experience.
For an academic appointment, the experience category consists of sub-headings of: publications record, teaching,
research, professional /industrial/commercial, consultancy, managerial and administrative. These are included
mainly as a guide to the type of experience you are seeking and reflect the headings in the academic person
specification.
Competencies, Skills and Knowledge
These factors refer to the specialised knowledge without which the job cannot be done. When looking at the
knowledge and skills factor, we cannot assume that qualifications and/or experience have given the person the
necessary knowledge and skills to carry out the job. You should list as precisely as possible the knowledge and
10
skills required for the post, and when drawing up the interview plan, design questions that will confirm whether
the person does in fact possess the required technical or professional knowledge. Sometimes you may wish to
use a test that can measure knowledge and skills e.g. a typing test, a test involving spreadsheets, an in-tray
exercise, or a presentation on a particular topic.
With regard to knowledge, you may wish to specify that a person has knowledge of a particular subject area e.g.
microbiology, employment law, computerised information systems, database and spreadsheet applications etc.
With regard to skills/abilities, you might wish the person to have leadership skills. It is better to describe what
you will require as evidence of leadership skills, as this will make it easier for you to shortlist using this criterion
e.g. “evidence of having successfully led a change management process”. Or you might be looking for “evidence
of academic, managerial and strategic leadership in previous roles”. Under this heading, you could specify that
the successful applicant must have “proven ability to lead and direct the development of research and
consultancy and other forms of scholarship”. If these kinds of criteria are well defined on the person
specification, you are making it clear to prospective applicants that in order to be successful at interview they will
be expected to prove to you how they meet your requirements.
If you require the successful candidate to have good planning and organisational skills you could state “evidence
of the ability to plan and organise a high caseload of work and prioritise effectively”. If the post is that of an
Administrator and you require report-writing skills, you could state “proven ability to comprehend and synthesise
academic debate and produce concise reports within limited timescales”, and you could devise an exercise
whereby applicants were given an actual report and asked to provide a short summary of the salient points within
an allocated time.
Many posts require good communication skills: few require excellent communication skills and this is possibly the
most overstated criterion to appear regularly on person specifications. If the post requires acting as a personal
adviser to students, you could specify “proven ability to communicate effectively and encourage the personal
development of students”. If the post requires management skills, you could ask for “proven ability to manage
and supervise professional teams” or “evidence of management and leadership skills with a proven ability to
engage and motivate academic staff”.
If the post requires very specific skills, these should be specified e.g. budgetary skills (“evidence of having
successfully managed budgets and other financial resources”), or marketing skills (“proven ability to market the
activities of the school and the University”).
Other Attributes / Abilities
Here we are looking at disposition i.e. the temperamental make-up of an individual which makes him/her inclined
to act in a certain manner under given circumstances. Disposition is an “in-built” tendency to act in a particular
way.
The reason for assessing disposition is that they offer valuable information on the more intangible aspects of
employment such as:

Ability to relate well with others and work as part of a team
11

Likelihood of the applicant to be happy/suited to the job, and therefore to stay with the organisation

Whether the person has the “temperament” to cope with the stresses/pressures demands or (be honest)
the routine nature of the job.

The person’s level of motivation to do the job.
If you are able to gauge it accurately, the level of motivation can provide a valuable insight as to why the person
has applied for the job. How enthusiastic would the person be about accepting this job if it was offered to
him/her? How much does he/she appear to know and understand about the job? Are their expectations realistic?
Does this post fit with the person’s career path and stated aims/ambitions?
Recruiting a person solely on grounds of preferred personal qualities for the job is, however, a high-risk activity.
Setting objective criteria against which to make rational assessments substantially reduces the failure rate.
You should list on the person specification aspects of disposition that are of relevance to the post applied for.
Then you should seek evidence (from detailed questioning on past experiences rather than on hypothetical
situations regarding work behaviour) that the candidates have the desired qualities. The list of possible desired
personal qualities is very large. Some qualities are of more importance in senior managerial posts whereas others
are important in lower level jobs. These are some examples:

Decisiveness

Initiative

Stress tolerance

Judgement

Flexibility

Dependability

Persistence
Some interviewers are unsure about asking questions relating to disposition, but in most posts this is just as valid
as testing the more concrete factors (e.g. two candidates might score equally well on experience, knowledge and
skills etc, but one might be unable to make decisions and if the job requires a decisive person who can act on
his/her own initiative, without referring to a superior this would be highly relevant).
Examples of the questions you could ask:

Decisiveness: Give examples of the kinds of decisions you make in your present job without consulting
your superiors?

Flexibility: Describe a time when you have had to change a system yourself or bend the rules in some way.
12

Pressure: Tell me about a rush job you have dealt with recently, and what you had to do to get it done on
time.
Special Factors
This factor will vary according to the particular demands/special nature of the post and could include:

Special conditions – does it involve travelling, shift working, overtime?

Physical environment – does the post involve out-of-doors activity, is it physically demanding?

Driving licence – is this necessary or merely desirable?

Health & Safety – are there any special H&S requirements attached to the post?
Conclusion
Before a post is advertised, you should prepare the Applicant Information which includes a revised Job
Description and Person Specification. The actual process of writing a specification can help to avoid inadvertent
discrimination and using the specification as a basis for the recruitment and selection process will help you to be
realistic and systematic.
It has to be accepted, however, that it is impossible to make the selection process entirely precise, scientific and
objective although a systematic approach will reduce the margin of error.
It’s important to note that if an applicant fails to provide relevant information as to how they meet the criteria on
the person specification the Recruiting Manager has sufficient justification to omit that person from the shortlist.
Other Relevant Information
This section allows you to make use of links to pages on the website to supplement the information to candidates
on the School/Service/Institute.
It can also be used to provide specific details on the recruitment process, with dates for interviews stated if they
are known in advance.
Application Process
A standard paragraph is tailored to each role with the addition of an individual reference number so that we can
track where applicants have seen the advert. This is provided by HR.
13
Closing Dates
Closing dates are normally set for between 2-4 weeks after the advert has gone live. This will take into
consideration the time of year and whether applicants are likely to require a certificate of sponsorship. Human
Resources will provide guidance on this if requested.
Once the deadline has passed, Recruiting Managers will be sent all original application forms.
The Advertising Process
Having completed the Applicant Information, an advert for the post can be drafted. A template can be found
here to help you do this.
It should be sent to Human Resources by e-mail along with the name of the contact person within the
School/Service/Institute with whom Human Resources staff should liaise. All requests for advertisements must be
accompanied by a Shortlisting Grid and a note of the composition of the Selection Board. If Recruiting Manager’s
have suggestions about where the advert should be published, these would be welcomed by Human Resources at
this stage.
Human Resources will check that the advert includes the appropriate information. Human Resources will discuss
and agree with the contact person where the advert should be published and any significant changes to the
advert.
Advertising Costs
Schools / Services / Institutes are expected to pay for advertising costs from their own budget. There is no
centrally held budget for advertising. In some cases, funding for advertising may be included in a grant or other
funding allocation. You will be asked to provide a purchase order number to ensure that costs are allocated to the
appropriate budget.
Advertising Style & Media Deadlines
Human Resources liaise with the University's advertising agency in respect of publication of staff recruitment
adverts. Adverts will be produced in line with the University’s advertising guidelines.
Recruitment Agencies
Recruitment Agencies may only be used for highly specialised or hard to fill jobs. If there is a need to engage an
agency your HR Partner will advise on the most appropriate agency for the post.
14
Legislation introduced from 1st October 2011 impacts on the terms on which we engage agency workers. Specific
guidance is available here
Application Process
Applicants for all posts are required to submit a standard application form. For Academic and Research posts
there is the section dedicated to publications.
At the top of the form is the “Two Ticks” symbol which affirms that the University welcomes applications from
disabled people. (See section below)
N.B. Applicant’s fitness for post is assessed by means of the health questionnaire which is only sent to candidates
after they have been selected and offered the job. It is returned direct to Occupational Health.
Equal Opportunities Monitoring Form
Applicants are asked to complete and return this form with their application. They are advised it will be kept
separate from the application form and will not be made available to those involved in the interviewing and
selection process. It is used for statistical purposes only.
This form will be read by the appropriate HR Partner so that any matters arising can be brought to the attention
of Chair of the Selection Panel and, if necessary, discussed at interview. If the University considers it necessary to
carry out a criminal record check on a job applicant, the appropriate level of disclosure will be obtained from
Disclosure Scotland. The Disclosure Policy can be found here
Under the Rehabilitation of Offenders Act, after certain periods, a conviction may become “spent” i.e. a person
does not have to disclose it. This means that applicants do not have to disclose a spent conviction to a possible
employer, except in certain professions and also where the post involves working with children or vulnerable
adults. The Act makes it unlawful for the employer to deny employment for reasons of an applicant’s spent
conviction.
So when are convictions “spent”?
Sentences involving more than 30 months imprisonment can never become spent, and must always be declared
by a job applicant. Other convictions become spent after the rehabilitation period related to the sentence
imposed.
In the notes applicants are advised that details provided will be treated in strict confidence and will not
automatically exclude them from being considered for appointment. The nature and relevance of the offence in
relation to the duties of the post and its role within the University will be taken into consideration. Where
offences are declared on the form, it is legitimate to ask about these at interview to determine if they are
relevant to the post.
15
“Two Ticks” Scheme – Guaranteed interview
Heriot-Watt University holds the “two ticks” “Positive about Disabled People” symbol, which demonstrates our
commitment to encouraging applications from people with disabilities. As part of this commitment, we operate a
guaranteed interview scheme for disabled applicants who meet the minimum criteria for the role. The University
is committed to ensuring that candidates with disabilities are able to compete on equal terms with other
applicants during the selection process.
Declaration of Eligibility Form
UK Immigration legislation, in particular the Immigration, Asylum and Nationality Act 2006, is designed to prevent
illegal working in the UK. To prevent illegal working it is necessary that employers carry out document checks on
prospective and current employees. These checks are required to ensure that employees demonstrate that they
are (and continue to be) eligible to work in the UK.
All candidates responding to any of our job vacancies (regardless of nationality) will be asked to complete a
Declaration of Eligibility Form. This is a confidential form that is returned direct to Human Resources, where it
will be held separately from application forms. Information provided will only be considered after short listing and
all shortlisted candidates have been interviewed. Nothing on the form will be disclosed to the Recruiting
Manager prior to the completion of the recruitment process.
Selection Panels
The composition of certain selection panels are as specified in Ordinance 16 of the University’s Statute. If there
are no set requirements for the post you are recruiting a standard panel would be composed of the line manager
for the post, and another of a more senior grade with relevant knowledge of the post.
Wherever possible, there should be a member of each sex involved in the decision to make an appointment in
support of the University's Equality and Diversity Policy. Additionally, the involvement of more than one person
should avoid decisions being made on the basis of stereotyped assumptions or prejudices on the part of one
interviewer and will make any claim of discrimination in the interview very much more difficult to sustain.
Each selection panel should have at least one member who has received training in Heriot Watt’s recruitment and
selection processes.
Ideally, for all posts, shortlisting should be carried out by all members of the Selection Panel, or as many as is
practicable. For senior academic and professional services appointments, where it is not possible for all members
to attend the shortlist meeting, good practice dictates that all panel members prepare and submit a preferred
shortlist for consideration by the panel. However, as a minimum, shortlisting must be carried out by two
16
members of the Selection Panel i.e. the Chair and at least one other member of the panel. For lecturers and
senior lecturers posts, the appropriate Head of School should be involved in the shortlisting.
There are occasions, particularly if two sets of interviews are used, where a new member joins those involved at
the earlier stages. In such cases, it is important before the interviews to clarify the role that person will play, and
to ensure that they understand the selection criteria.
Any person who is involved in shortlisting or participating in a Selection Panel must declare to the Chair any
relationship to, or interest in, a candidate. A relationship or interest may include e.g. a family relation, friend,
neighbour, partner or any relationship (past or present) of a close personal nature. If this relationship is
perceived as having any potential effect on the impartiality of the process, the Chair should discuss the matter
with the relevant HR representative, in order to decide whether the person should be excluded from the decisionmaking process. Failure to disclose such a relationship may compromise the validity of the procedure and could
result in disciplinary action being taken.
Shortlisting
The inclusion of an applicant on a shortlist should result from matching each applicant’s qualifications, experience
etc, as identified on his/her application, to those essential criteria that can be assessed from the application form
Use the essential criteria to shortlist, and if too many applicants meet the essential criteria, you may wish to apply
the desirable criteria in order to reduce the numbers. You must apply the desirable criteria consistently to all
applicants. The shortlisting panel should agree in advance of drawing up the final shortlist, which desirable criteria
will be applied i.e. whether to apply all or a selected number of desirable criteria in order to reduce the list.
You cannot alter the person specification to “suit” the pool of applicants (e.g. if you have specified that a PhD is
an essential qualification and receive an application from a person who does not possess a PhD but otherwise
appears excellent you should not include that person on the shortlist. There may be lots of other potentially
excellent candidates who did not apply because they did not have a PhD. Therefore remember to be clear about
the minimum qualification/experience when setting the person specification. It would be better to put the higher
qualification in the desirable criteria.
The reason for judging each candidate against the same criteria is to show that the process has been as objective
and as fair as possible, with no bias/assumptions being allowed to influence those making the decisions.
The shortlisting stage highlights how important it is to have a precise person specification e.g. if you have a vague
specification with no desirable criteria and many people apply who all meet the essential criteria, you would have
large numbers to interview. Similarly if you set the criteria too high, there may be no applicants who meet your
requirements.
If you look at the actual forms, the shortlisting grid is your “working sheet”. Those essential and desirable criteria
that it is possible to assess from the application will be copied from the person specification on to the shortlisting
17
grid, and you simply place a tick/cross against each shortlisting factor to show whether an applicant meets/does
not meet the criteria, and indicate in the final line whether he/she is to be included in the shortlist.
The shortlisting summary form records the reasons for shortlisting/not shortlisting an individual applicant and
should be completed by the Chair/Recruiting Manager.
It is good practice for each panel member to complete his/her shortlisting “grid” before attending the shortlist
meeting. The Chair should complete one form that summarises and represents the overall view of the Panel.
Shortlisting should be carried out by all members of the Selection Panel, or as many as is practicable but at least
by two people. Written comments from those who are unable to attend are acceptable. All who have
participated in shortlisting should sign the shortlist summary form.
Unsuccessful Applicants
It is courteous to acknowledge all applications and to notify, in a timely manner, any individual who has applied
but has been unsuccessful at the shortlisting stage. By doing so we also demonstrate our Values. Sample letter
available here.. You may choose to send this by email or post.
Reference Request Form
Where possible, written references should be obtained in advance for all candidates other than where the
candidate has expressed the wish that referees should not be contacted prior to interview. It is specified on the
application form that references must include one from their current or most recent employer. Sample letter
available here.
Applicants are also asked to declare if they have a relationship with anyone within the University.
An offer of employment will not be confirmed until satisfactory references have been obtained.
The Interview
Interview preparation is not just for the applicants. Remember the candidate is assessing you as an employer as
well as you assessing them as a potential employee
Invitation to Interview
The Recruiting Manager is responsible for asking applicants to attend interviews and establishing whether they
have any special arrangements to assist them e.g. a wheelchair user may require an interview room on the
18
ground floor. Applicants should be advised of the timings for their interview and whether there will be any other
recruitment tool to be used, e.g. presentation required or practical assessment.
Sample letter available here
Interview packs
Ensure all panel members have interview packs well in advance and are fully prepared.
Should include as a minimum:

Application form

Applicant Information pack for post

Candidate Assessment Forms per person

Chair should be provided a summary Candidate Assessment form to capture panel’s complete view.
Remember to retain all papers as these may be required as reference material should an unsuccessful candidate
present a complaint of discrimination.
Timing
Stick to interview schedules. Allow sufficient time to cover the interview and making notes between candidates.
Booking the Venue
There are a few key things to remember when booking the venue:

Book a suitable room with adequate lighting and heating.

Take into consideration any special arrangements requested by candidates e.g. accessibility.

Decide the room layout to ensure both panel and interviewees are comfortable - comfortable chairs, at
the right height.

Ensure that you have any special equipment, eg. data projector that has been requested.

Provide water and glasses for everyone.

Agree - waiting areas, reception/ receptionist, directions to candidates

Don’t forget to confirm the booking.
19
On the Day
Ensure there are no interruptions by telephones or visitors.
Interview Plan
The following points should be borne in mind when drawing up questions on your interview plan:
Questions should
1. Relate to the factors on the person specification.
Even in the course of writing a person specification, you should already be thinking about the questions you will
ask. If you have designed your questions badly, or omitted to ask questions on important areas, you will be
unable to complete the candidate assessment form.
2. Elicit information about the candidate’s knowledge, skills, abilities etc.
The interview provides important information about the candidate, and by asking the right questions, you allow
each candidate to put forward his/her case. The interview should be seen as a two-way exchange of information
and views, and questions should encourage the candidate to speak openly and frankly. This may be the only
opportunity you will have to find out all you need to know to enable you to make an informed selection decision.
3. Enable you to measure the extent to which candidates meet the criteria.
The main purpose of the interview is to establish how closely each candidate meets the essential and desirable
criteria. You are aiming to make an accurate assessment of whether a candidate will be capable of performing
the job to the required standard of performance.
4. Explore areas that need further clarification.
You may have discovered gaps in the employment history of a candidate, or wish to follow up on any
contradiction/discrepancy that has arisen in the course of the interview. You should be prepared to ask
difficult/probing questions to seek clarification or provide further information.
5. Bring out evidence about past behaviour.
Questions should be asked about how a candidate has behaved/coped with situations in the past, as a key to
predicting future behaviour. Hypothetical questions are of limited value.
6. Provide a record of how the selection was made
In the event of a challenge which results in an employment tribunal claim you will be required to show how the
selection decision was reached i.e. what questions were asked at interview and how the candidates’ responses
were assessed. Having an interview plan can help to show that candidates were treated fairly and equally, and
that no candidate was asked questions that placed him/her at a disadvantage.
20
The Candidate Assessment Form
The Candidate Assessment Form is used during the interview process to assess candidates on clearly defined job
related characteristics, i.e. those characteristics that have been identified in the Person Specification.
The “Interviewer’s Comments” column is where the interviewers’ record evidence obtained at the interview. The
sections are best completed during and immediately after each interview to avoid mixing up different candidates.
(At the start of each interview the Chair should explain to candidates that you will be taking notes, simply for
recall purposes). The selection panel should agree the grading at the short listing meeting. One suggested way is
provided on the form and would be as follows:
E.g. Candidates are graded on each factor:

A = Well exceeds criteria

B = Exceeds criteria

C = Meets criteria

D = Falls below criteria

E = Falls well below criteria
Each candidate is then given an overall assessment (see back of form), which is a summary of the grading on each
factor.
After the completion of the interviews, a discussion should take place on whom to select/reject. The role of the
Chair is to facilitate the discussion towards a consensus decision. Interviewers should be prepared to revise
overall assessments in the light of evidence/information brought out during the discussion. References may
prove helpful in the latter stages.
At the end of the discussions, the Chair should complete a Chair’s Assessment Form based on the collective view
of the panel. All recruitment papers, including assessment forms, must be returned to Human Resources for
retention. They are particularly important because, in the event of a data protection request from an individual
or an Employment Tribunal, these forms provide the information on which the selection decision was made.
Managers are often reluctant to write much on the Candidate Assessment Form but if you are required to give
evidence at an Employment Tribunal and the form you have completed records only “ticks” in each column and
no comments – it will be very difficult for you to justify, or remember, reasons for not appointing a candidate.
The Candidate Assessment Form has 4 main aims:
1) It is a means of recording evidence obtained at the interview – by focusing on evidence the likelihood of
relying on gut reaction and instincts is reduced. Don’t write down opinions – write evidence to support your
views. Take notes on how a candidate has responded to your questions.
Evaluative statements must be backed up with facts:
21
E.g. “good communicator” – supplemented by “has trained 6 admin staff in a new procedure”.
E.g. “appears knowledgeable” – better to say, “answered question on quality control by outlining new
measures recently introduced in own department”.
E.g. “good interpersonal skills” – with added comment “displayed when dealing effectively with difficult
members of staff at team briefing meeting.”
2) It is used to rate candidates on clearly defined job related characteristics, thereby focusing the decisionmaking on what is actually required. If candidates are assessed against each factor, a more accurate overall rating
is provided, thereby avoiding the temptation to give an overall assessment in accordance with the candidate’s
most striking ability. For example, don’t be too influenced by people who are good at talking – look for hard
evidence/facts as to how they satisfy the requirements of the job. Similarly the attractive/well groomed person,
or the person whom the interviewer “likes” – beware of these pitfalls, since they should not be allowed to
influence your decision. You are looking at what is required for the effective performance of all aspects of this
particular job. Beware of writing personal remarks in the comments panel. Remember that under Data
Protection legislation, an interviewee can make a subject access request to view these forms.
3) It is a means of recording reasons for rejection. The main reason for rejection will, in most cases, be that
another candidate was more highly rated overall. If, however, those qualities that could only be assessed at
interview failed to match up to the promise shown in the application form, specific reasons should be recorded
e.g. presentation failed to address the topic or engage interest.
4) It provides evidence to support the Resident Labour Market Test has been carried out so that if a Certificate of
Sponsorship is required then it can be used to demonstrate there were no suitable EEA nationals to appoint.
Remember that in the first instance we are rating candidates against an objective standard and not ranking them
against each other. Once an overall assessment has been reached for all candidates, we can then place them in
order of preference.
Where two or more candidates achieve the same rating the panel will need to consider the appropriate weighting
for different factors and come to an agreement on which factors are more relevant to the effective performance
of the job.
Feedback on interviews
If applicants wish feedback on how they performed during the interview or assessment process, they may contact
either:

the manager who chaired the selection process directly

a member of the People & Organisational Development team, who will pass their request onto the
selection panel
The Chair or panel members must be prepared to provide constructive feedback to individuals who seek it.
22
Interview Expenses
Where a candidate comes from outside Edinburgh or Galashiels if attending an interview at Scottish Borders
Campus and/or where travelling expenses are not trivial, interview expenses should be paid. The visitor expenses
form should be completed electronically including bank details and sent to the relevant School / Service with
original receipts. It is recommended that a copy be sent to candidates along with the invitation to interview. In
that way they know in advance what expenses will be reimbursed. (They are expected to use Saver tickets where
possible). Air fares will only be reimbursed if prior approval has been obtained.
Making an Offer
Authorisation to Appoint
Form to Generate a Contract of Employment should be used to authorise Human Resources to issue the official
letter of appointment. Requests for the appointment of Senior Lecturers should be signed by the Head of School
and the Vice-Principal, for the appointment of Lecturers by the Head of School and the Dean, and for Research
Associates the Head of School should sign, the grant-holder alone is not sufficient. For appointments within
Professional Services the Head of the appropriate Service/budget holder should sign the form.
Eligibility to Work in the UK
As mentioned above, in “Declaration of Eligibility Form” all applicants are asked to complete a form and to
provide documentation confirming their eligibility to work in the UK.
Human Resources will use the information on the form to:



Advise Recruiting Managers whether it is possible to make a conditional offer of employment or to
confirm a conditional offer already made
Advise candidates whether it is possible to make an offer for the particular vacancy applied for; or the
reason that it is not possible (e.g. where the Resident Labour Market Test, RLMT, has not been satisfied
and there is an EEA candidate(s) who meet the essential criteria for the vacancy)
If it is possible to make an offer, to support the candidate by applying for a Certificate of Sponsorship and
assisting that candidate in making their Tier 2 application;
The selection process is carried out without reference to the information disclosed on the declaration form, using
whichever form of selection is deemed appropriate to the vacancy; e.g. interviews, presentations, practical tests,
personality questionnaires, etc. At the end of the process, the Recruiting Manager must complete the
Selection/Appointment Summary form stating, in order of preference, all the short-listed candidates. This
information must be sent to HR together with each Chair’s Candidate Assessment form as soon as possible.
23
HR will review the list against the Declaration of Eligibility documents and advise whether it is possible to make a
conditional offer to the preferred (or any other) candidates.
NB - If our recruitment and selection process is being carried out on our behalf by a head-hunter, the University is
responsible for ensuring compliance with the RLMT.
It will normally be the case that a conditional offer will be made, particularly if it is not immediately obvious
whether the candidate can demonstrate their eligibility to work in the UK. If it subsequently proves to be the case
that for example, the candidate is not able to demonstrate their eligibility to work at the University or is unable to
obtain this necessary permission to work, we may have to withdraw the offer of employment.
Guidance has been developed to outline the impact of the legislation and restrictions on our recruitment and
retention of staff. It is impossible to cover the full range and impact of the legislation in such Guidance but it does
set out the processes we have adopted in order to treat all candidates and staff fairly and equally where
permissible; and in line with our stated Strategy and Values. Click here for Further information.
Staff Health Declaration
The Equality Act 2010 requires prospective employers to make reasonable adjustments where appropriate, to
enable a suitably qualified candidate to take up proposed employment. It also restricts employers from asking
about a candidate's health prior to making an offer of employment (whether conditional or unconditional).
We ask all employees, at the start of their employment, to complete a Staff Health Declaration in order to
disclose, in strictest confidence, any reasonable adjustments that they know, or believe, will enable them to
provide a full and effective service in the particular role for which they are employed.
Planning Induction
It is very useful to build on the information gathered through the selection process to plan the induction
programme for the successful applicant.
Information about the University’s induction arrangements can be found here
http://www.hw.ac.uk/hr/i_index.php
24