Recruitment

5. Selection

5.1 Use your job and person specification (see 2.2) as a checklist to help assess each applicant.

• Look for evidence of success in previous work. Distinguish between tasks applicants have carried out and areas where they have managed the activities of others.

5.2 Prepare a shortlist.

• Invite shortlisted candidates to an interview. Tell them where, when, and how long the interview will be, what testing you have, and who they should ask for when they arrive.
• Ask any candidates with disabilities whether they need special arrangements.
• Send an interview pack with relevant information about your company.
• Keep some candidates in reserve in case the most promising applicants turn out to be unsuitable.
• Send rejection letters to unsuccessful candidates as soon as possible.

5.3 Interview shortlisted candidates. See Interviewing.

• Use two or more interviewers, including any relevant personnel.
• Ask questions using your checklist.
• Give more information about the job, and sell it to the candidate.
• Test for relevant skills (see 5.4).
• Record the performance of each candidate. Give each one a score, using your weighting system (see 2.2).
• If necessary, arrange second interviews for the best candidates.
• Tell candidates when they will hear from you. Beware of making verbal offers of employment, which are legally binding.

5.4 Use work samples or exercises to assess candidates' ability to do the job well.

• Devise your own test, relevant to the job you are offering.
• You can use psychometric tests to measure candidates' general aptitude, specific skills and personal qualities. You will need appropriate training or support accredited by the British Psychological Society (0116 254 9568).

5.5 Take up references for the best candidate.

• Ask for written details of the candidate's responsibilities and performance.
• Check any other crucial details.
• If none of the candidates are suitable, start again. Evaluate what went wrong. See 7.