Effective Recruitment and Selection:
A Guide for Selectors
Human Resources - Version updated January 2015
Human Resources HRG161 Issue 3
January 2015
Page 1 of 23
Contents
1. Introduction
3
2. Job Descriptions
3
3. Person Specifications
4
4. Advertisements
7
5. Application Packs
8
6. Short Listing
9
7. Interviewing
10
8. Additional Selection Methods
16
9. Use of References in the Selection Process
18
10. Disabled Applicants
18
11. Use of other Communications Media for Interviewing
19
12. Further Advice
19
13. Feedback on Recruitment and Selection Procedures
19
14. Overview of Stages in Recruitment and Selection
20
Useful forms on the HR intranet:
Reason for Not Interviewing Form
Interview Rating Form for assessing the Valued Ways of Working (that are relevant to
the role)
Reason for Not Appointing Form
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1. Introduction
To ensure The Open University provides a high quality service and continues to meet
its mission of improving people’s lives through education, it needs to be able to recruit
and select the best quality staff: fairly and cost-effectively; in the right numbers; with the
right capabilities and experience; and at the right time.
To achieve this there must be fair, robust and efficient recruitment and selection
processes, which comply with current legislation and best practice. In accordance with
our equality and diversity policies, job applicants will be treated solely on the basis of
their merits, regardless of gender, colour, ethnic or national origin, age, background,
disability, religious or political beliefs, family circumstance, sexual orientation or other
irrelevant distinction. Not everyone with the right skills and experience is able to work
full-time. Offering flexible working opportunities is one way of enabling the University to
meet its objectives and assist staff recruitment and retention.
Applicants make their own selection decision about The Open University as an
employer based on how they are treated in the recruitment and selection process. It is
therefore essential to ensure that the experience is a good one.
This guide is written for all staff involved in the recruitment and selection process.
It provides:
 Practical advice on fair, efficient and effective practice in the recruitment and
selection of all categories of staff, in line with the University equality and
diversity policies.
 Guidelines for interviewers to enable them to gather information effectively
from candidates.
 Guidance on legislation and other University policies and how they relate to
recruitment and selection.
The recruitment process at The Open University is devolved to Units. Heads of
Unit/Sub-units should ensure that all staff involved in recruitment and selection have
received appropriate training, including equality and diversity awareness, before being
appointed to a panel. Most Units have a Recruitment Co-ordinator whose role is to
liaise with Human Resources (HR) and ensure appropriate procedures are followed in
the Unit. They should also take local responsibility for the quality of application packs
(see Section 5).
2. Job Descriptions
A job description describes the main responsibilities expected of the jobholder. It is not
meant to be an exhaustive list of job duties, rather an outline of what the job entails.
The job description and person specification (see Section 3 below) are core to the
recruitment and selection process and together provide the basis for the advertisement,
further particulars, short-listing, interview questioning and other testing of candidates.
Existing job descriptions should be reviewed and updated prior to recruitment.
Significant changes will require the job to be submitted for regrading. Any flexibility
available in filling the job should be considered. Could the job be filled on a part time or
job share basis thus enabling candidates with other commitments to apply?
Supporting flexible working patterns can help to recruit and retain skilled and
experienced staff - the University’s Agile Working Policy and Guidance and Additional
Guidance on Job Sharing contains more details.
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The job description will set out:
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Job Title
Purpose of the job – two or three bullet points giving an overview of the job
purpose and how it fits with Unit and/or university objectives
Reporting relationships
Managerial and financial responsibilities
Summary of main responsibilities
Avoid making the job description too long and/or too detailed as it will become
incomprehensible to external applicants and reduce later flexibility. For any role it
should be possible to capture the main responsibilities in a list of between 8 to 12
(maximum) short sentences.
Check for unintentional discrimination implications in your job description for the nine
protected characteristics i.e. gender, race, age, disability, gender reassignment,
marriage and civil partnership, pregnancy and maternity, religion or belief or sexual
orientation.
Although the behavioural competencies of the Valued Ways of Working and
Leadership Competency Framework will be most relevant to the person specification it
is important to bear in mind that certain elements of the job description are relevant to it
as well. When writing the job description, aim to use the Valued Ways of Working or the
Leadership Competency Framework to shape the language used in the job description.
This will allow the Valued Ways of Working and Leadership Competency Framework to
be referred to later as part of induction, probation, CDSA etc.
3. Person Specifications
The person specification plays a vital role in the recruitment process. It must be written
carefully to avoid any kind of discrimination, which could then be perpetuated
throughout the whole recruitment process. Candidates must be assessed against the
person specification and not against each other.
The job description and the person specification must be devised in accordance with
the Valued Ways of Working for non leadership roles or the Leadership Competency
Framework to help in short listing and to score candidates against whatever
assessment is used at the interview stage.
The person specification defines the qualifications, experience and capabilities of the
person doing the job to the required standard. It should specify the essential
requirements for satisfactory performance in the job. It may also set out desirable
qualities, which an ideal candidate might possess, but these should be kept to a
minimum. The line manager or someone with direct knowledge of the job should be
involved in the process of drawing up the person specification.
A well-written person specification helps:
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Maintain objectivity, avoiding bias and discrimination.
To design an effective advertisement.
Prospective applicants decide whether they have the qualifications and
capabilities required to make an effective application.
Provide clear criteria for short-listing and final selection.
Generate interview questions.
Provide structured feedback to non-short-listed and unsuccessful candidates.
Investigate any subsequent complaints from unsuccessful applicants.
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It is not appropriate to include all behavioural competencies from the Valued Ways of
Working or the Leadership Competency Framework. Choose which competencies are
most important for the role then pick which example would be most useful to measure
the candidates against eg Working Together Collaboratively – looks for win-win
solutions. Also be sure to make a note of the used example’s opposing undesirable
behaviour (eg ignores input of others). This ensures consistency when later marking
candidates against the example used.
Aim for a 60:40 split between professional/academic/technical competencies and
behavioural (the Valued Ways of Working) competencies. For leadership roles
essential aspects from the Leadership Competency Framework should be reflected in
the person specification. There may be roles where the split differs eg a trainee role
may require greater emphasis on behavioural competencies given as a trainee they
may not yet have the technical experience.
For each competency (professional/academic/technical and behavioural) decide
whether the competency is essential or desirable.
Encouraging Diversity in the Person Specification
The Open University has a policy of enhancing and enriching its workforce by
improving the representation of under-represented groups such as people from
minority ethnic backgrounds and people with disabilities.
To achieve this it is essential to avoid unnecessary barriers which may be created
throughout the selection process by:
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Avoiding the use of inappropriate language, OU jargon and acronyms.
Creating person specifications which, where feasible, allow for potential ability
and behaviours and do not rigidly adhere to qualifications and past experience
– allowing this to counterbalance some shortfalls in applicants’ current
capabilities or experience. For example, a requirement to have experience of
using a specific IT package might be expressed as ‘evidence of ability to learn
a variety of IT packages’ or ability to write reports/draft correspondence might
instead say ‘evidence of written communication skills in work, study, or a
personal context’. Where selectors are prepared to consider potential ability
against any of the person specification requirements this should be made clear
in the recruitment documentation e.g. application pack, person specification,
making it clear to candidates that selection will be on the basis of evidence of
capability, not just experience and qualifications.
Being prepared to recognise that experience gained in other environments (e.g.
voluntary work), can provide evidence of meeting the person specification
‘experience’ criteria.
Avoiding the inclusion of unnecessary or marginal requirements, e.g. insisting
on UK qualifications. This can lead to unintentional discrimination.
Being aware of the danger of including culturally derived and subjective
attributes such as ‘a sense of humour’.
Writing the Person Specification
The following guidelines will help you to prepare a person specification that is
discrimination-free and will give you the best chance of selecting someone who will
succeed in the job.
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From the job description identify the key responsibilities.
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Translate these responsibilities into capabilities needed to do the job. In
addition, you will need to identify any specialist or functional capabilities
required in the role. Wherever possible identify the level required, in terms of
quality and quantity.
Where relevant, specify the qualifications and other exam-based knowledge
and skills required. You should be clear in your own mind about what ability or
range of abilities is tested in each qualification and how this relates to the job.
Do not make a particular qualification a requirement unless these abilities are
absolutely essential and can be justified.
Identify any other knowledge requirements for the job. Distinguish between
what candidates should already know and what they can learn on the job.
Identify any experience required to be able to carry out the duties. Do not over
emphasise the experience required for the role unless it can be justified and
ensure you take into account the possible transferability of experience and
skills gained outside work as well as in previous jobs. Be clear about the
mechanisms you will use to search for evidence of each required attribute, e.g.
application form, interview questioning, selection tests, presentations by
candidates, certificates etc.
Other points to bear in mind:
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Can the qualifications, experience and capabilities you specify be justified in
relation to the job? Being too specific about particular qualifications could
disadvantage people on several grounds. For example, asking for an NVQ3 in
administration disadvantages those over a certain age whose vocational
training took place prior to the existence of that qualification. Similarly, requiring
GCSEs potentially disadvantages those from different cultural backgrounds and
educational systems.
It may be counter productive to require a degree if this is not essential in order
to perform the job. As a desirable item a degree may represent an indicator of
critical faculties, ability to acquire new knowledge or develop new skills, but
these skills may have been gained in other ways.
Care should be taken to ensure person specifications meet the requirements of
the Equality Act 2010. Remember words like ‘young’ or ‘old’ are directly
discriminatory and should not be used; time-linked experience is indirectly
discriminatory and should not be used.
Wording such as ‘familiarity or experience of organisational budgeting and
financial reporting systems’ is fairer to external candidates than ‘familiarity with
Open University monitoring and budget system or inter-unit planning and
contracting’.
The appropriate level or stage in each capability should be carefully
considered. Care needs to be taken not to set the required level too high, or too
low.
Take care with the wording of both essential and desirable criteria to avoid
unintentional barriers. For example, when the criterion is ‘ability to travel’, this
does not necessarily mean that the candidate must be a car owner/driver as
other means of transport might be acceptable. Similarly, asking for energetic
people in largely sedentary work might discriminate against some disabled
people.
Having drafted the person specification, it is advisable to check it to ensure that
it is clear, contains only relevant and necessary criteria for the job and
encourages and enables a wide range of applicants. Ensure the final version of
the person specification is sent to candidates with the application pack. The
person specification must be retained for six months after the appointment is
made for feedback and analysis purposes. In the event of a complaint to HR on
any aspect of recruitment the starting point for investigation will be the person
specification.
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4. Advertisements
The advertisement will reflect the most important criteria of the person specification,
which must be justifiable and objective as an advertisement can be challenged on
discrimination grounds. The advertisement should not be too wordy – as a guide no
more than 150 words excluding the standard paragraphs – otherwise its potential
impact is lost and it becomes costly. In order to enhance the University’s brand, a
house style has been adopted for all advertisements and this will be applied
automatically by our recruitment agency.
Whether on a website or in print, the advertisement should deliver the maximum
amount of information in the minimum number of words that enables people to decide
whether or not to apply.
It should also include:
 how to apply
 a contact for disabled applicants or for documentation in alternative formats,
such as large print or audio cassette tape
 application closure date
 salary scale
 location
 at least one of the key behavioural (Valued Ways of Working or Leadership
Competency Framework) competencies identified for the post is included in
the advert.
Language and images used in advertising material should reflect the nature of the
organisation and our intention to reflect the diversity of the society that we serve.
Check that the language used is inclusive of the full range of people who could be
eligible to apply. When specific qualifications are necessary it should be made clear
that equivalent qualifications are acceptable so that applicants from different education
systems are not disadvantaged. Care should also be taken not to discriminate in terms
of gender – use ‘she/he’ or ‘you’. Age restrictions should never be stated or implied.
The aim should be to convey accurately some of the details of the job in an informal
style. In particular, the use of OU jargon or acronyms may deter external candidates.
Information about the department and details of benefits should be available from the
application pack and/or website rather than from a lengthy advertisement.
The attractions, challenges and opportunities of the job should be described, bearing in
mind that potential applicants spend around 20 seconds deciding whether a job is
worth pursuing.
The advertisement should state whether applications from candidates wishing to work
part time or job share would be considered. Alternatively, jobs can be advertised as job
share only. Where job share applications are considered each applicant is interviewed
separately and both candidates must meet the person specification.
All advertisements will include the University’s current equality and diversity statement.
Other statements may be included in advertisements to encourage applications from
sections of the community that are under-represented in the particular work area. The
wording of any such positive action statement should be agreed with the relevant HR
Partner.
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It is important to implement a schedule for the whole recruitment exercise. Make sure
that the membership of the panel is decided, that the members will be available for
short-listing immediately after the closing date and for interviewing shortly thereafter,
allowing sufficient time for notifying short-listed candidates of the date and time of the
interview. Fix a date for the interview at this stage so that it may be included in the
advertisement and/or the application pack. Flexibility about dates and times will be
required in respect of applicants with a protected characteristic e.g. applicants with a
mobility impairment who needs to travel by public transport off-peak; and people with
religious observance requirements.
Although it is not always possible to achieve a balance, consideration should be given
to the constitution of interviewing panels in terms of equality and diversity e.g. gender,
age, race and disability.
If advertising is restricted to ‘internal only’ for any reason, only those candidates who
hold salaried appointments with the University at the time of advertising may apply i.e.
fixed-term contract staff, Associate Lecturers with ‘live’ appointments and Day
Contracts (with contracts current for the advertising period) but not temporary agency
staff.
5. Application Packs
The application pack should include:
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job description
person specification
general information about The Open University and the Unit/Department
main benefits of employment
a reminder to applicants of the need to prove their eligibility to work in the UK
dates of interviews if known, details of selection panel membership and of any
assessment tests that will be used as part of the selection process.
A standard format for general information and benefits is included in the Standard
Further Particulars form, available on the HR intranet site. High quality paper/colour
printing for material sent to potential candidates will create a good first impression.
Folders for packs of information are available from HR; these are pre-printed with
general text about the University. Where literature is sent to applicants this should
include the following statement: ‘We promote diversity in employment and welcome
applications from all sections of the community. Further particulars are available in
large print, disk or audiotape. (Minicom 01908 654901 for hard of hearing).’
Recruitment Co-ordinators can add information to the Standard Further Particulars (e.g.
job description and person specification) relating to their Unit. This ensures that the
candidate has online access to all the relevant information as well as providing a more
effective web-based recruitment service.
Units may decide to accept CVs instead of, or supplementary to, the standard
application form. If you decide to accept CVs, you may wish to add the statement to the
following information sent to those who are submitting a CV:
‘Please remove any information from your CV that might give an indication of your
age, race, religion, belief, or sexual orientation etc. as these details are irrelevant to
your application. We ask for these details on the monitoring form for monitoring
purposes, this information will not be passed to the selection panel.’
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For each particular job it must be clear to the candidate exactly what is required of
them e.g. that they must address each element of the person specification in a
covering letter.
Proof of Eligibility to Work in the UK
There are legal restrictions on who may undertake employment in the UK. Please refer
to the Immigration Procedures for full details of who may be considered eligible for
employment.
Candidates who are invited for interview will be required to provide proof of their
eligibility to work in the UK by producing verifiable documents. Details of the required
documents should be sent to those candidates who are invited for interview and the
relevant original documents must be brought along to the interview for checking,
signing and copying. Full details can be found in the Immigration Procedures.
6. Short Listing
Short listing should take place as soon as possible after the closing date. The whole
panel or a sub-group may do it but, in line with equality and diversity guidelines, it
should not be undertaken by only one person. Where an agency is undertaking short
listing on your behalf, at least one member of the panel should be involved.
The short list criteria should consist of the elements of the person specification e.g.
qualifications and experience for which evidence can be obtained from the application
form/CV/covering letter. Evidence of capabilities such as collaborative working or
delivering customer satisfaction will normally only emerge at interview through effective
questioning or some form of testing. However, if you have specifically asked
candidates to show how they meet the person specification, these should include
examples of all essential criteria, including interpersonal or customer service skills. You
may reject a candidate who has not given examples of how these personal qualities
have been applied.
A shortlist is arrived at by comparing each application against the agreed criteria. Not
all criteria will necessarily carry equal weight or importance, but where weighting is
applied, the panel should agree this before short listing begins. The essential
requirements should be used as the first short listing criteria. If a large number of
applicants provide evidence of meeting these, the desirable factors can be used as a
further filter.
The University keeps records of reasons for not short listing candidates for monitoring
purposes to check the effectiveness of our processes and for evidence in the event of
an unlawful discrimination claim. Units should keep details of reasons for not
interviewing along with the original application form in the Unit for at least 6 months. A
‘Reasons for Not Interviewing form’ (available on the HR intranet) should be retained
by the Unit along with the original application forms for at least 6 months. The reasons
for not interviewing must relate to the requirements listed in the person specification
and must be entirely relevant to the job. They must be justifiable in the event of
challenge. ‘Too experienced’ and ‘over qualified’ should be avoided as reasons for not
short listing. Using these reasons could unfairly discriminate against older or disabled
candidates seeking work of a different kind to fit their current circumstances.
Candidates, including internal applicants, who have not provided adequate evidence of
meeting the person specification, should not be shortlisted. The chair of the panel
should contact those unsuccessful internal candidates giving reasons for not
interviewing. Feedback should be given in a constructive and confidential manner (see
section 7).
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For academic appointments, references are generally taken up after short listing the
candidates as the peer judgements are of significant value in selection. For academic
vacancies, writing a letter requesting a reference tends to get a more positive response
than a standard request form. In addition, for more senior academic-related staff
vacancies i.e. on Bands 1 to 5, references may exceptionally be called for shortlisted
candidates (where the applicant has given permission).
If an internal candidate has been given notice of the termination of a fixed-term contract
– usually six months before their contract comes to an end – they should nevertheless
be interviewed if they meet the essential criteria of the person specification. HR provide
an enclosure slip for use with internal applications.
It is unlawful and contrary to OU policy to treat a disabled applicant less favourably
because of their disability. If a disabled applicant requires adjustments to the
recruitment process, or to the duties of the job, the workplace or working practices,
those adjustments must be made providing they are reasonable (see also section 10).
Further information on reasonable adjustments is available in the Disability Awareness
Resource pack on the HR Intranet site. For specific advice in individual circumstances
consult your HR Partner.
7. Interviewing
Preparation
Training
Members of staff involved in the selection process should have undertaken the
appropriate training. This would normally be by attending the University’s training
course but may be via another organization. The Chair of the panel should ensure that
all its members have appropriate training or briefing on OU recruitment and selection
policy. If this poses a problem you should contact your appropriate HR Partner for
advice.
Constitution of the Panel
Panels should have a minimum of two people. The number of panel members may be
larger for particular levels and types of job (guidelines for panels for academic posts
are explained in the Government Structure Handbook, which also indicates who should
Chair). Generally, best practice is to keep the panel as small as possible as this is less
intimidating for candidates. The Chair should be an experienced interviewer and have a
good knowledge of the job, although this may not necessarily be the most senior
person present or in the reporting line for the job. Although it is not always feasible to
achieve a balance, where possible consideration should be given to the constitution of
panels in terms of the nine protected characteristics (e.g. age, gender, race and
disability) and category of staff (e.g. including one panel member from an S&C grade
where interviewing for an S&C role). It would also be good practice for one panel
member to be from outside the employing Unit where appropriate and practicable. Staff
should not take part in any recruitment involving a relative, or someone with whom they
have a personal relationship or where there might be a conflict of interests. It is for
panel members to make any such relationships/ conflicts known.
The Role of the Panel Chair
The Chair is responsible for:
 Ensuring the procedural integrity of the whole recruitment and selection
process.
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 Ensuring that equality and diversity policies are actively pursued and that no
unlawful or other discriminatory action takes place at any stage in the process.
 Convening the shortlisting meeting and ensuring agreement on shortlist
criteria and weighting, where appropriate.
 Introducing the panel and explaining the process to each candidate.
 Helping arrive at a consensus when members of the panel have opposing
views.
 Communicating with candidates on behalf of the panel.
 Arranging for feedback to unsuccessful candidates where they request this.
Job Share Interviews
Where two candidates wishing to job share have made a joint application, they should
be interviewed separately. Similar arrangements apply to two people unknown to each
other who apply for a job share vacancy. Each person involved in a job share
application must meet the essentials of the person specification in their own right. It is
not acceptable to combine individuals’ qualities and experience in order to consider
whether they meet the person specification between them. Further information on job
sharing is available on the HR website.
Interview expenses
Expenses incurred for travelling to the interview will not normally be reimbursed by the
University except where the Head of Unit believes it is in the interests of the University
to do so for a particular role as an incentive to applicants (e.g. where there is a skills
shortage or likely to be a high number of applicants from overseas). In such cases,
where an applicant has travelled from abroad claims will be allowed from point of entry
into the UK only, as a contribution towards overall costs.
Where a Head of Unit decides as an exception to reimburse interview expenses, the
following information about claiming should be included in the letter inviting candidates
to interview:
”We are prepared to refund your reasonable travel expenses within the UK for coming
to this interview. We will pay either your standard-class rail fare or the current mileage
rate if you travel by car. We will pay taxi fares only in exceptional circumstances. To
claim a refund of expenses, fill in the claim form we will give you on the day. A cheque
will then be sent to you within a month of us receiving the completed form.”
Invitation to Interview
Preparation includes contacting the candidates and inviting them to be interviewed.
The letter inviting the candidates for interview should allow time to make any special
arrangements that might be necessary. It should include:
 a request for details of any particular needs/adjustments to the interview
process in respect of a disability. If candidates do not specify any adjustments
prior to interview and arrive for interview and ask for adjustments, or it is clear
that adjustments need to be made then these must be made, where it is
reasonable to do so.
 date/time, location/maps
 starting and finishing times (including time to complete any selection
exercises)
 details of tests (see Section 8)
 names and job roles of panel members
 instruction to bring qualification certificates, or professional memberships, if
required.
 instruction to bring proof of eligibility to work in the UK
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 information about how to claim for interview expenses, if appropriate (see
above).
Flexibility about the dates and times will be required e.g. try to avoid dates of important
religious festivals when arranging interviews. The Equality and Diversity Office website
contains details of these. Internal and external candidates should be interviewed on
the same day.
Organising the Panel
Interview preparation is fundamental to successful interviewing; the need for this
cannot be over-emphasized. The panel should meet before the interviews to decide:
 the role and area of questioning of each panel member
 the structure of the interview
 the lines of questioning necessary to establish whether each candidate meets
the person specification
 the procedure by which a decision will be made
 how notes will be taken and by whom.
Arrangements on the Day of the Interview
The physical layout of the room should help candidates feel at ease. For example,
chairs should all be at the same level and tables, rather than work desks, should be
used between the selectors and the candidates. Place a sign on the door of the
interview room to avoid interruptions. Re-check the application information to ensure
that particular needs e.g. sign language facilitators, wheelchair access have been
provided and any other items requested are to hand. Reception arrangements should
be made for candidates’ arrival. Arrangements would normally be made to collect the
applicant from Reception. Ensure applicant confidentiality by placing paperwork out of
sight when it is not in use by the panel. Verify the proof of eligibility documentation and
take a copy for the file.
The Interview Process
Before beginning the interview, make sure that the process for competency based
interviewing is explained to the candidate as they may not have experienced it before
and techniques used may confuse or unsettle them.
A competency based interview is a structured interview in which the questions relate to
a number of specific competencies. You ask the candidate for examples of situation
when he/she has demonstrated the required behaviours. In this way you can build up
a picture of their relative strengths and weaknesses against each competency.
Contact your HR Partner for further assistance with preparing competency based
interview questions or to access the Leadership Competency Framework or Valued
Ways of Working Question Bank.
The purpose of a selection interview is to:
 Collect evidence against the person specification in order to predict how
successfully the candidate would perform in the job.
 Give candidates information about the job and the OU to facilitate their
decision making.
Research shows that structured interviews are significantly more likely to serve this
dual purpose and lead to successful appointments. A structured interview will also:
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 Ensure consistency throughout the interviews.
 Help promote a positive image of the University.
 Enable the panel to make the best use of available time in reaching a
decision.
Nerves can play a big part in an interview and affect candidates differently. Some
people perform better at interview than others – but this is not necessarily an indication
of how well they would perform in the job. Do not rely on first impressions – ask
supplementary questions to give the candidate opportunity to provide sufficient
evidence.
Be aware that some applicants will avoid eye contact for cultural reasons. Some
applicants may not wish to shake hands – take your cue from the candidate.
Questioning
The same basic areas of questioning as determined by the person specification must
be put to all candidates, including internal candidates. It is not necessary to use entirely
the same wording. It is often more effective to refer to the individual’s application and
request more details in order to try and satisfy the requirements of the person
specification. Supplementary questions for each candidate may be used to encourage
individuals to provide evidence of how they have demonstrated the capabilities
specified.
Interviewers should not imply discrimination by asking questions about personal
circumstances which are unrelated to the job – for example about gender, age, race,
disability and health, sexual orientation, marital status, personal circumstances, religion
or belief. Those questions may unlawfully discriminate and in all cases would be
contrary to the University’s equality and diversity policies.
If a panel member pursues a line of questioning which is discriminatory it should be
immediately ruled out by the Chair and not be allowed to continue. Any panel member
who is unhappy about the conduct of an interview should discuss this with the Head of
Unit or their appropriate HR Partner.
Selection panels should test candidates’ diversity commitment at a level appropriate to
the job as an integral part of the selection process, particularly for posts with
management/supervisory responsibility.
Where appropriate ensure these questions are phrased to give the candidate the
opportunity to demonstrate the desired key behavioural competencies.
Note Taking
Note taking is vital to ensure that relevant information is not forgotten when assessing
all the candidates at the end of the interviews. Applicants should be made aware that
notes will be taken during the interview. Notes of a personal nature (e.g. on personal
appearance or dress) are irrelevant to ability to perform the job and should not be used.
Notes should be legible, fair and objective. Candidates may subsequently demand to
see any notes kept about them (under the Data Protection Act) or as part of a
discrimination claim through an Employment Tribunal.
Questions about Disability and Health
Since the introduction of the Equality Act 2010, questions relating to health and
disability during the recruitment process are not normally allowed. The Act states that
except in very exceptional circumstances or for very restricted purposes (such as
monitoring or making adjustments for interview), job applicants should not be asked
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about their health or any disability until they have been offered a job (either outright or
conditionally). This includes asking about someone’s previous sickness absence
record. If this information is very exceptionally obtained it must not be made available
to the interview panel or anyone else involved in shortlisting.
Validation of Qualifications
Candidates should be asked to provide original certificates etc of the qualifications they
have stated on their application form that they possess. This is particularly important
where it is a requirement of the job that the candidate possesses a certain qualification
or professional institution membership. These should be seen and a copy taken at
interview, or prior to any offer of employment.
Structuring the Interview
A useful method for the structuring of an interview is: ‘Greet, Acquire, Supply, and Part’
(GASP), as described below.
Greet
 Spend time establishing rapport.
 Introduce each member of the panel. Where large panels are interviewing it is
helpful to provide each candidate with a seating plan showing names and
titles.
 Explain how the interview will be structured and approximately how long it will
take. If other selection methods are being used it is helpful to explain how
these will be used.
 Explain that panel members will be taking notes so that it does not distract the
candidate during the interview.
Acquire Information
 Begin with open and easy questions, which encourage the candidate to talk
and relax as much as possible e.g. ‘What attracted you to the job?’
 Next, use specific open-ended questions to explore capabilities required in the
person specification e.g. ‘You say in your application that you are good at
communicating with a wide range of people. Tell me about a specific example
that illustrates this?’
 Draw on other aspects of the candidate’s previous experience (both work
related and other), e.g. ‘Tell me about an occasion when you had to use your
initiative to solve a problem?’
 The candidate should be talking for 70–80% of the time.
 Allow silences after asking your questions for the candidate to gather his or
her thoughts before answering.
 The questioner should interrupt politely if the candidate is straying from the
point or has clearly misunderstood the question.
 Ascertain the candidate’s salary expectations, but remember that no
commitment can be made or implied.
Supply Information
 Ensure that the candidate has sufficient information about the University, the
vacancy and the relevant terms and conditions.
 Ask the candidate if they have any questions or anything to add which has not
been covered during the interview.
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Part
 If appropriate, ask questions to establish whether they will be able to carry out
a function that is intrinsic to the work concerned e.g. scaffolder’s ability to
climb ladders and consider whether reasonable adjustments would enable
them to do the job.
 Give a clear statement of when and how the outcome will be communicated to
the candidate.
 Thank the candidate for attending.
 If another part of the process follows, introduce the candidate to the person
who will be supervising it.
 Ensure that candidates can find their way out of the building and escort them
as necessary.
 Interviewees should finish the interview process feeling that they have been
properly and fairly assessed and that they would want to work at The Open
University.
Selecting
The panel may use assessment forms, which enable them to make notes during
interview against each question asked. The candidate can then be scored against each
criterion. A possible scoring scheme could be:
Very strong evidence = 3
Individual clearly evidences and demonstrates
high level achievement of the criteria
Good evidence = 2
Individual evidences and demonstrates
achievement of the criteria to the appropriate level
for the job
Some evidence = 1
Individual demonstrates some evidence of the
criteria – the gap in information could be used
when giving feedback
Little or no evidence = 0
Individual fails to demonstrate the competency
required for the job (no evidence for short-listing
criteria or insufficient to satisfy the panel)
A candidate rating form (available on the HR Intranet) can be used to assess the
candidates.
The panel may have agreed to weight the criteria. The most suitable candidate would
then be the one with the highest score. However, the scoring process should be a
stimulus for discussion rather than an end in itself.
Where there is a difference of view, the Chair should help the panel to reach a
consensus. Where selectors agree that an appointment should be made but there is no
consensus on the best candidate, the Chair may decide to break and reconvene within
24 hours to reach a decision. It is important that power and hierarchy within the
interview panel do not affect the final selection process and discussion. Care should be
taken when considering issues of ‘fitting in’ to ensure that this does not introduce
factors outside of the person specification and discriminate against candidates unfairly.
Selection decisions must not be unconsciously influenced by factors such as the race,
gender or age of the previous jobholder or colleagues in the team.
The successful candidate may be contacted and told that a formal offer can only be
made in writing from HR, but that you are recommending them for the job.
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The Valued Ways of Working framework provides a clear framework that the
behavioural competencies can be scored against in an interview setting (see Interview
Rating Form on the HR Intranet).
Not Appointing
Once the appointment decision has been made, a ‘Reasons for Not Appointing form’
should be completed for each unsuccessful candidate. Justifiable and objective
reasons for not appointing after interview are essential. These reasons must relate to
areas where the individual did not meet the requirements of the person specification.
HR may require sight of these forms in the event of a challenge to the fairness of the
process.
Candidates should be informed of outcomes at the earliest opportunity. In the event
that timescales indicated at interview cannot be met, candidates should be kept
advised of the delay and given a date when a decision is likely to be reached. This also
applies to second choice candidates on ‘hold’.
The proceedings of the interview panel are confidential and selectors are not permitted
to divulge any information (except for the decision reached after all applicants have
been informed) to anyone other than panel members.
Make sure that the ‘Reasons for Not Appointing’ form is used to record where each
candidate does and does not meet the behavioural competencies for feedback later.
Providing Feedback to Unsuccessful Internal Candidates
The Chair of the panel should arrange to contact all unsuccessful internal candidates. If
requested, feedback should be constructive and confidential. Internal candidates may
wish to arrange a follow-up discussion. Feedback should:
 Refer to particular items in the person specification – indicate where the panel
felt the candidate’s strengths and weaknesses lay.
 Be specific – e.g. ‘We felt that you were weak in relation to the requirement for
understanding project management. You might have talked about Gantt
Charts and Critical Path Analysis as tools to help with this’. This approach can
minimize challenges and enable candidates to recognize that they have been
fairly treated.
 Avoid generalities that attempt to be kind to the candidate. This can leave
them confused about why they did not get the job. Avoid saying for example ‘It
was a really strong field and you were just pipped at the post’. If necessary,
without naming them, explain how the successful candidate better met the
person specification.
 Explain the capabilities the individual would probably need to demonstrate in
order to secure a similar job in the future.
 Discuss only items which are relevant to the person specification.
 Do not get into arguments with the candidate – they may be disappointed or
emotional – try to keep matters objective and factual.
8. Additional Selection Methods
Additional selection methods may be used to supplement the interview, and provide
further evidence for the panel in reaching a decision. Some suggestions are given
below. There is evidence that job-related tests have high validity and can be a useful
complement to a structured interview process.
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Any supplementary methods used in addition to interviews must be justifiable in
relation to the requirements of the job description and person specification. Any
supplementary techniques must be scrutinized for fairness when applied to each
candidate. Tests must be free from any unjustifiable bias in content or in scoring. This
is particularly relevant in relation to disabilities, for example dyslexia or for candidates
unused to the local cultural norms. All candidates should be asked in the invitation to
interview letter if they need any adjustments to the interview process in respect of a
disability. If the requested adjustments are reasonable then they should be made.
Possible methods include:
 Asking candidates to produce a piece of work on a given subject in advance
of the interview – this can be used to check writing skills, ability to structure an
argument or research subject knowledge.
 Asking candidates to make a presentation on a given subject – tests
presentation skills and subject knowledge.
 Asking candidates to read a document and discussing it at the interview –tests
ability to foster thoughts clearly and quickly.
 A typing/word-processing test – tests speed and accuracy.
 A written test (e.g. drafting correspondence) – tests ability to work under
pressure and produce quality written work to deadlines.
 An assessment centre combining various exercises, tests and interviews. An
assessment centre may also require candidates to engage in a group exercise
during which assessors observe their interpersonal skills.
 An in-tray exercise – assesses ability to prioritize and plan workload.
 Psychometric tests – occupational personality questionnaires and ability tests
such as verbal reasoning, logical thinking, numeracy tests etc. The personality
questionnaires give an indication of a person’s style and preferred approach
to situations at work and the ability tests provide information about specific
skills.
The University has a set of psychometric tests for use in recruitment. Where the use of
such tests is envisaged panels need to:
 Agree that the use of tests is appropriate (see the Psychometric Test
Guidelines).
 Ensure that the outcomes relate clearly to an item on the person specification.
 Arrange for candidates to receive feedback on the outcomes of the test.
Maintain confidentiality in respect of test results and the retention of
completed documentation.
 Provide test practice leaflets to candidates when invited to interview.
 Consider whether the test may have a discriminatory effect for any disabled
candidates or candidates from different cultural backgrounds and if so discuss
with your HR Partner.
Psychometric tests of all kinds should be administered, scored and feedback given only
by a trained and licensed user. Advice on the use of such tests and support in testing is
available from your HR Partner.
Candidates should be notified of any tests and the conditions under which they will be
conducted – which must take into consideration the needs of candidates with
disabilities – in the application pack. Internal and external candidates should be asked
to undertake the same tests. The test or exercise MUST be relevant to the job in
question e.g. a presentation may be irrelevant unless it would be part of the normal
duties of the job or demonstrates a required skill. Selection tests should be checked to
ensure that they are valid and measure only what is relevant to do (or train for) the job.
Care should be taken to ensure that they do not discriminate indirectly through, for
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example, assumptions about candidates’ backgrounds or interests or assume any prior
knowledge of the University.
Arrange to give the candidate feedback on results. In the case of psychometrics such
feedback should only be given by persons who are professionally qualified.
Where a Unit wishes to use an external agency, or executive search consultants, this
should be discussed with your HR Partner before any action is taken, in order to
ensure that the process meets the University’s equality and diversity obligations.
9. Use of References in the Selection Process
Many panels struggle with the idea of weighting the evidence of suitability for
employment from references with the actual evidence of suitability derived from
interview or testing. Peer references are particularly useful for academic appointments
but for non-academic appointments, other than more senior jobs, University policy is
that references will be sought only for the successful candidate. The evidence of
suitability from references should form only one part of the selection process.
References should be used as supporting evidence against the person specification
and validation of evidence gained from interview and other selection methods. Receipt
of a glowing reference in itself should not be used as major evidence for appointment.
Consider asking specific questions in your request for references e.g. did the individual
lead the team that wrote the report mentioned in the application?
At a minimum, a reference must be sought from the most recent employer of any
proposed external appointee. Offers will be made subject to receipt of satisfactory
references where a reference from the last employer has not been received when the
offer is made. Personal references are often unable to address many aspects of the
person specification and employment references should be sought where at all
possible. All references should be treated with caution, particularly where the referee’s
relationship with the candidate is unknown.
Since the introduction of the Equality Act 2010, reference requests that are sent out at
the pre-offer stage for external candidates should not contain any questions relating to
health or disability including questions about the candidate’s sickness record.
Employing People with Criminal Records
Having a criminal record will not necessarily bar someone from working for the
University (see Policy on Recruitment of Ex-offenders for further details). Any issues
arising from an applicant’s documentation or answers at interview may be discussed
with your HR Partner.
Approval to offer employment to an applicant with a criminal conviction must be
obtained from the University Secretary.
Disclosure and Barring Service (DBS)
Disclosures using the DBS are required for posts where appointees are involved in
regularly caring for, training, supervising, being in sole charge of those under 18, or of
vulnerable adults. Please contact your HR Partner for advice on procedures etc.
10. Disabled Applicants
It is the University’s policy that a disabled applicant shall not be prevented from
employment on the grounds of their disability. It is also unlawful under the Equality Act
2010 for an employer to treat a disabled job applicant less favourably than nondisabled applicants because of their disability or a reason related to their disability.
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The majority of disabled applicants will not require any adjustments either during the
recruitment process or in order to do the job. However, an employer has a duty to
make reasonable adjustments to prevent a disabled job applicant or employee from
being placed at a substantial disadvantage. Therefore, reasonable adjustments must
be made to the recruitment process (including any tests) to enable a disabled applicant
to compete fairly and demonstrate their ability to do the job.
Applicants should be asked in the invitation to interview letter if they need any
adjustments for the interview process. If the adjustments requested are reasonable
then they should be made. If they request any adjustments then this should be
discussed with them.
Questions about health and disability are not permitted before an offer or conditional
offer is made. The offer of appointment letter will ask candidates to contact the Unit if
they need adjustments to do the job.
The Government’s Access to Work Scheme can provide funding to cover costs of
reasonable adjustments, subject to certain conditions.
Further information is available in the Disability Awareness Resource pack on the HR
Intranet site. For specific advice in individual circumstances consult your team HR
Partner.
11. Use of other Communications Media for Interviewing
Normally interviews will be conducted face to face. There may be situations where this
is not possible – for example if the candidate is working or researching overseas. In
this situation it may be possible to conduct a telephone or video interview via
conferencing links. Where this is considered, the panel need to take account of several
factors before proceeding:
The type of job and whether the candidate’s interpersonal skills would normally be
assessed at this interview. The panel would need to consider how best to test this.
Whether other requirements in the person specification can be assessed by remote
communications.
Whether remote communications disadvantages or advantages other candidates.
The acceptability of such arrangements to all concerned. Where this does take place,
the interview structure and process should mirror that for candidates interviewed face
to face and the principles in this guidance should apply. As with written reference
requests questions about health or disability (including sickness absence) must not be
asked until an offer or provisional offer has been made.
12. Further Advice
Further advice about the contents of this guide, complaints about any particular
recruitment process, or on any recruitment and selection issue is available from the
appropriate HR Partner. If you are unsure about which HR Partner covers your area,
information is available on the HR intranet site.
13. Feedback on Recruitment and Selection Procedures
We welcome feedback on recruitment and selection procedures and the way they
operate. We are interested to know of any possible or actual adverse impact that these
procedures may have on any groups in respect of gender or marital status, race,
disability, sexual orientation, religion or belief, age or other characteristics.
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Feedback can be provided via the Human-Resources-Policy mailbox or by writing to
the Head of Human Resources.
14. Overview of Stages in Recruitment and Selection
Stage
Supporting Considerations
Vacancy arises or new
vacancy released




Analysis and consideration of
parts of job



Develop up-to-date job
description



Derive person
specification
Determine precise nature of work to be undertaken.
Check whether any organizational changes are required
to deal with work.
Obtain appropriate level of authority to release the post.
If post is not permanent make sure it falls within
approved criteria for the use of fixed-term contracts.
At this point it is useful to include the Valued Ways of
Working framework or Leadership Competency
Framework in your considerations as it will be easier to
include it in later stages if the post has already been
devised in line with them.
Consider whether the job content needs to be revised.
Are there any additions to the existing tasks or changes
in emphasis?
Consider whether the job could be part-time or job
share.
Make sure that the implications of any changes are
considered for their impact on the behavioural
competencies and amendments made as necessary.
Ensure the job description sets out key duties and
responsibilities and, where possible, the outcomes of
successful job performance.
A new or changed post may need to be (re)graded
depending on staff category.
Although the behavioural competencies of the Valued
Ways of Working and Leadership Competency
Framework will be most relevant to the person
specification, it is important to bear in mind that certain
elements of the job description are relevant to it as well.
If similar language to the person specification is used
then it helps to frame the candidate’s expectations.
Consider the experience, technical skills, capabilities and
knowledge required to do the job, as well as the behaviours
and capabilities required to perform it really well.
The person specification must be devised in accordance
with the Valued Ways of Working or Leadership
Competency Framework to help in shortlisting and to score
candidates against whatever assessment is used at
interview stage.
Ensure specific criteria are justifiable in relation to the job
description and avoid unjustifiable requirements e.g. in
relation to length of experience, or qualifications.
It is not appropriate to include all behavioural competencies
from the relevant framework. Find which competencies are
most important for the role then pick which example would
be most useful to measure the candidates against eg
Working Together Collaboratively – looks for win-win
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solutions. Also be sure to make a note of the used
example’s opposing undesirable behaviour (eg ignores input
of others). This ensures consistency when later marking
candidates against the example used.
Consider recruitment
and selection methods
Consider means of assessing the candidate against
each item on the person specification: interview;
application form; references; some other form of testing (e.g.
ability and personality questionnaires); in-tray exercises;
group exercises.
HR can advise on these. Decide on dates for the interview
and any tests.
Prepare application pack
Standard information available on HR intranet site.
Consider advertising
media
Press – local and/or national? Specialist/professional
publications – including journals Internet – e.g.
www.jobs.ac.uk, or specialist interest groups and mailbases.
Consider cost and coverage/reach.
Prepare and place
Advertisement



Closing date is normally 3 weeks from the insertion of
the advertisement (2 weeks for support staff vacancies).
HR can advise on deadlines for advertisements to
appear in specialist media.
Ensure that some of the key behavioural competencies
identified for the post are included in the advert. Do not
use previous adverts as jobs should go through a
screening process each time so they are up to date.
Receive applications
Ensure applications are dealt with promptly and
confidentially.
Shortlist



Take up references





Prepare for interviews

Panel should meet for a shortlisting discussion if
possible.
Shortlisting should be against agreed criteria that can be
evidenced from the application form – not qualities such
as interpersonal skills, which need to be assessed at
interview, or through other means.
Record decisions using the Reason for Not Interviewing
Form
In exceptional cases (i.e. academic, research & senior
academic-related appointments) references may be
sought at this stage.
Make sure references are not sought where the
candidate has indicated they should not be taken up at
this stage.
Where references are sought at this stage, allow enough
time between shortlisting and interview for the return of
references.
Panel should agree on status of references and their
role in reaching a final decision on the most suitable
candidate.
References at the pre-offer stage should not contain any
questions relating to sickness absence.
Agree roles of panel members and the line of
questioning for each. Agree the process of assessment
– Scoring system? Written assessment? How will the
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
panel arrive at a final selection? Further particulars or
invitations to interview should include names of panel
members and give details of any testing that will take
place.
The Valued Ways of Working provides a clear
framework that the behavioural competencies can be
scored against in an interview setting. When
determining what questions to use it is recommended to
use a 60:40 division between
professional/academic/technical questions and the
Valued Ways of Working behavioural competencies.
This is only a rough guide however and the interviewers
should use their own discretion depending on the focus
of the role.
Interview and other
selection processes
Observe an interview structure –
 Allow the candidate the opportunity to talk for 70–80%of
the time.
 Use probing questions to assess the transferability of
any previous experience to the new job.
 Before beginning the interview, make sure that the
process for competency based interviewing is explained
to the candidate as they may not have experienced it
before and techniques used may confuse or unsettle
them.
 Where appropriate, ensure questions are phrased to
give the candidate the opportunity to demonstrate the
desired key behavioural competencies you are looking
for.
 Allow time for the candidate’s questions and the supply
of further information.
 Ensure that the candidate knows when a decision will be
taken and the next steps.
 If references have not already been taken up, advise the
candidate that any decision taken by the panel will be on
the basis of receiving satisfactory references.
 Feedback results of any tests or additional selection
process.
 Offer option of feedback on interview to candidates and
tell them whom to contact.
 Make sure that the ‘Reasons for Not Appointing’ form is
used to record where each candidate does and does not
meet the Valued Ways of Working behavioural
competencies for feedback later. Use the Interview
Rating Form for assessing the Valued Ways of Working
(that are relevant to the role).
 A candidate rating form can be used to assess the
candidates.
Panel decision
Use a predetermined scoring system or method of
assessment. Re-convene next day to conclude if no decision
can be reached. Inform number one candidate that a formal
offer can only be made in writing from HR but that you are
recommending them for the job.
Appointment offers
If applicants declare any criminal convictions, approval to
appoint must be obtained from the University Secretary
before any job offer is made (either verbally or in writing).
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If references have not been taken up from the last employer
prior to interview, the offer will be made subject to receipt of
satisfactory references.
Offer subject to medical and
HR send offer letter and medical form.
proof of eligibility to work in the
UK
Medical
Medical details considered by the Occupational Health
Department and notified to HR.
Confirmation of start date/offer HR write to the successful candidate making the offer
date/offer unconditional.
Take any action required in
relation to adjustments for
disabled appointees
The line manager should ensure that once an offer has been
accepted any action required in respect of adjustments
identified by disabled appointees is taken.
Induction and
performance review
Unit draw up local induction/training plans and decide on the
process for reviewing performance (including sickness
absence management) through the probation period.
Review of success of
recruitment exercise
In light of the performance of new members of staff, Units
may wish to review the effectiveness of the recruitment and
selection process.
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