1. EFFECTIVE RECRUITMENT AND SELECTION
Claire Jackson
HR Development Consultant

2. Direct Discrimination
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.

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. Select 2 candidates to short-list Criteria A B C D Research record 3 2
Lecturing *
Organisation
Team skills 1
PHD
* Disability affects candidate’s performance in this area
3= good evidence 2= some evidence 1=no evidence

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
Pre-planning meeting of panel
Introductory phase
Core questions and probing on criteria
Closure – candidates opportunity to ask questions
Completion recording of the information gained during the interview
Followed 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 questions Probe questions
How, 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