Recruitment and Selection Patricia McBride Welcome! University of Cambridge

University of Cambridge Guest Speakers Jacqui Kemp, Freelance H.R. Adviser. ‘The Legal Issues’ Liz Timperley, Recruitment Services Manager, University of Cambridge. ‘The Recruitment Team’ University of Cambridge

University of Cambridge Today we will cover... Legal issues Selection Criteria Shortlisting Using tests and other selection methods Interview preparation Questioning techniques Listening and rapport skills Making a balanced decision Notifying candidates Paperwork and follow up University of Cambridge

University of Cambridge Overview Person profile within role description forms basis of selection criteria Do pre-employment checks Gain permission to fill or create vacancy Determine selection criteria Make interview and testing arrangements Complete long and short listing Write interview questions University of Cambridge

University of Cambridge Overview cont. Request references when appropriate Hold interviews/selection events Select candidate Notify candidates Retain documents in secure place for 12 months University of Cambridge

Constructing Selection Criteria These criteria used throughout selection process Must be based on skills, knowledge and experience required for the job Must not be discriminatory Can include Behavioural Attributes Distinguishes between essential and desirable criteria Record your criteria on HR6 Selection Criteria template. University of Cambridge

Scoring Suggested scoring system: 4 = Exceeds requirements 3 = Meets requirements 2 = Meets the requirements in most respects 1 = Meets the requirements in some respects 0 = Does not meet the requirements. University of Cambridge

University of Cambridge Weighting Scores Selection Criteria Number Score Weighting Total Score 1 4 40 160 2 3 20 60 80 10 5 30 TOTAL SCORE 350 University of Cambridge

Behavioural Attributes Communication Relationship Building Valuing Diversity Strategic Focus People Development Negotiating and Influencing Innovation and Change These can be used at all stages of the recruitment process University of Cambridge

Positive Indicators examples for planning and organising Identifies important activities and milestones, establishing importance and urgency Constantly monitors and assesses progress Plans alternatives and contingency plans Assesses new information and reorganises the workload to meet new demands Knows the status of own work and uses any spare time or resources to do other work University of Cambridge

University of Cambridge Activity In your small groups discuss and decide: What selection methods you would use How you will score each method Overall scoring arrangements University of Cambridge

Reduce the Risk of Discriminatory Selection Criteria Length of service Willingness to work outside normal hours Preference for full time workers Acceptance of only UK academic or professional qualifications only Age restrictions University of Cambridge

University of Cambridge Shortlisting Review applications against the selection criteria using the grid provided. Only shortlist candidates who meet the essential criteria. Use desirable criteria for further selection if required. Keep score sheet. Invite successful candidates to interview. Send rejection letters to others. Request references at appropriate time University of Cambridge

University of Cambridge Shortlisting - don’ts - shortlist alone - be casual about the process - make assumptions about foreign qualifications - determine skills by handwriting - exclude candidates on any grounds covered by Equality Act 2010 - reject candidate because they can’t access your building - shortlist applicants who don’t meet the necessary essential criteria (unless your policy says you may) University of Cambridge

Activity - Shortlisting Work independently at first, then meet to decide. Assess applicants against the person specification, not each other Be methodical and take notes. Use approved forms Judge only against selection criteria. Initially use Essential Criteria, using Desirable Criteria only if necessary. Remember to weight items where appropriate Use behavioural as well as other criteria, if chosen University of Cambridge

University of Cambridge References Request before or after interview/tests Use with care Gaining references may be difficult Check if you sense anything you don’t trust Phone referee if you want more info Give candidate opportunity to explain any issues arising from references University of Cambridge

University of Cambridge ACTIVITY In your small group: Study the details of the job and the Person Profile Shortlist the two candidates Use the form provided to record your decisions University of Cambridge

Interview Preparation Book room, notify relevant people internally Design questions Decide who will chair the Appointing Body Decide who will ask which questions Arrange visits to workplace, tests, etc. Have all relevant paperwork prepared (Allow yourself time for coffee!) University of Cambridge

ISSUE DESCRIPTION Self-fulfilling prophesy Assessor asks questions designed to confirm initial impressions of candidate Stereotyping effect Assessor assumes that a candidate will have particular characteristics because s/he is a member of a particular group Halo and Horns effect Assessor rates a candidate as ‘good’ or ‘bad’ across the board, often based on an unconscious initial impression Contrast effect Assessor allows the experience of interviewing one candidate to affect how they interview candidates seen later Similar-to-me effect Assessor gives preference to a candidate they perceive as being similar to themselves Personal liking effect Assessor is influenced by whether they like the candidate or not Primacy/regency effect Assessor puts too much emphasis on information provided by first and/or last candidate

University of Cambridge Question Types Open - encourage full answers Follow on - learn more Closed - useful for clarification/verification Leading - suggest the answer (don’t do it!) Don’t use hypothetical Behavioural - ask about past behaviour University of Cambridge

University of Cambridge Activity In your small groups design questions for your interview Decide and note weighting for each question Decide who will ask each group of questions University of Cambridge

University of Cambridge Interview * Welcome candidate * Introduce all panel members * Put candidate at ease * Briefly outline the job * Explain how interview will work and length of interview * Ask questions * Give candidate an opportunity to ask questions or give further information * Explain next stage * Goodbye University of Cambridge

University of Cambridge After the Interview * Review all scores * Apply agreed decision rules, incorporate results of tests, etc. * Record all scores * Confirm when and by whom candidates will be contacted * Contact successful candidate first * Use Conditional Offer Letter * Agree who will provide feedback if required * Retain documents for 12 months University of Cambridge

University of Cambridge Interview panel tasks Plan whole process working together Book room, arrange timetable Plan tests Choose selection criteria Shortlist Design interview questions Interview Make the decision Let candidates know results Keep papers safe University of Cambridge

University of Cambridge Giving Feedback Feedback should be based on skills, knowledge, qualifications for the job It should not be based on personal factors or opinion Can be structured by discussing each of the selection criteria Can be in writing or giving verbally. Writing is preferred. University of Cambridge