1

EFFECTIVE RECRUITMENT AND SELECTIONClaire Jackson

HR Development Consultant

2

Takes place where a person or group of people is treated less favourably than other people in the same or similar circumstances.

For example where a man is offered a post rather than a woman and where the employer cannot clearly give evidence for the basis of the decision based on the job description and person specification.

Direct Discrimination

3

Indirect discrimination

Takes place when a requirement or condition has the effect of discriminating unfairly and unjustifiably between one group and another or one individual and another.

This applies where the group or individual has protection under equality legislation.

This currently covers race, gender and marriage, sexuality, disability and religion.

4

Candidates with disabilities

Any candidate that has a physical, sensory or mental impairment that has a substantial long-term effect on their ability to carry out work.

Reasonable adjustment to: Hours Duties Physical environment Adaptations Recruitment procedures

5

Person specification

Describes the minimum requirements a person must meet to be able to do the job

The desirable requirements that candidates could meet

They must be objective and relevant to the needs of the job

If unjustifiable criteria are used this might lead to indirect unfair discrimination

6

Person specification

Education/Qualifications Skills and abilities Proven competence Knowledge Any other requirements ( eg ability to work

shifts, willing to wear uniform etc)

7

Person specification Criteria Ess or Des Ap form

Test/int

8

Identify the criteria

The advertised post has the following responsibility:Supporting and advising students that have

problems with their studies, e.g. failed exams or been absent

Specify the skills and abilities, proven competency and knowledge you would include in the person specification for this responsibility?

Would they be essential or desirable?

9

Advertising

Attract the best candidates from all sections of the community

Put off candidates who do not meet the criteria HR should place all advertisements Meet the needs to satisfy work permit

requirements for specialist posts Alongside advertising, use networks to attract

candidates

10

Criteria A B C D

Research record

3 3 2 3

Lecturing 3 3 3 *

Organisation 2 3 3 3

Team skills 1 2 3 3

PHD 3 3 3 3

3= good evidence 2= some evidence 1=no evidence

Select 2 candidates to short-list

* Disability affects candidate’s performance in this area

11

Administering tests and presentations Candidates must be given advance notice of the

type of test to be set Make adjustments for candidates with a

disability The conditions for taking tests must be

controlled and fair to all The assessment of tests must be considered in

advance

12

Using job related tests

Choosing tests Content must be

relevant to post needs Must not disadvantage

external candidates Must be at the right level

of expertise Must be administered

fairly

Advantages of using job related tests

Candidates find them credible and get some indication of tasks

Increases reliability of selection procedure

13

The 5 stages of an interview

1. Pre-planning meeting of panel2. Introductory phase 3. Core questions and probing on criteria4. Closure – candidates opportunity to ask

questions5. Completion recording of the information

gained during the interviewFollowed by decision making after all candidates seen

14

Formulating questions

What is the evidence/behaviour you are looking for?

What would be a suitable open question to ask all candidates ( the core question)?

What would possible follow up questions be?

15

Formulating questions

The post should includes collaborative research working with colleagues from different specialities. A personal skill required is ‘team work skills in a collaborative setting’

What evidence would you look for What might be a good core question What probing questions might be asked?

16

Question types

Open questionsHow, what, when, where, who, why?

Probe questions- Can you give me more information about?- Why did you use that approach? - What else did you consider?

17

Question types to avoid

Leading- Did your application get turned down because

you had no other experience?

• Multiple • Why did you apply for the grant and how did

you approach it?

• Closed questions• Did you apply for the right grant?

18

Body language and diversity

Use active listening - through your interest Eye contact use to show interest – soften this if you

are aware of discomfort Think of how your posture is encouraging rather than

discouraging Consider comfortable distances for the candidate

and panel Consider how your body language could help or

hinder a candidate with a disability

19

Practice interviews

Identify a generic criteria for a post you know Formulate a core question and possible probes Working in threes. Interview each other in turn

on your criteria with one observer. The observer gives feedback after each interview following the observer sheet.

A interviews B, C observes - feedback B interviews C, A observes – feedback C interviews A, B observes - feedback

20

Taking notes at the interview

Take notes of the evidence on each criteria These notes should be specific and factual.

Key facts rather than verbatim Do not just write an evaluation e.g. ‘good

answer’. This is too vague Allow time after the interview for additional

notes from memory

21

Decision making

Agree your methodology for assessment Assess how well each candidate meets the

different criteria then rate against these from the evidence

Assess test results In the panel start discussions on selection

decisions Aim to reach an unanimous decision

22

References

Beware of bias in references - poor references are rare

Useful for factual information – e.g when worked for organisation, verifiable track record

Referees chosen by candidate may not be the most relevant

Use references to back up decision made for support staff, for academic and research staff use earlier in the process.

Discuss any concerns with HR

23

Giving feedback to unsuccessful candidates Agree an appropriate time to allow you to

prepare Review interview notes Give criteria based constructive feedback Point out good answers where criteria met Give examples of where evidence given in the

interview could be improved Be positive and avoid defensiveness

24

Managing induction and probation

Prepare an induction plan - refer to interview outcomes and induction checklist

Consider appointing a buddy or mentor Carry out probation reviews – at a minimum at 3

and 6 months Mention any concerns at one month, identify

development needed and contact HR for advice Confirm appointment at 6 months