This section provides useful information for colleagues who are selecting candidates and includes the following areas:
Selection is a two way process. Candidates are also assessing the job and Hope so it is important to present a positive image. When planning the recruitment day, the following should be taken into account:
Any members of Hope staff involved in the recruitment day should be clear on the purpose of their role in the day and whether this should involve assessment of the candidate or whether they are to provide information to the candidate.
The Personnel Office will send electronic copies of applications to the recruiting area no later than one working day after the closing date. Personal details and monitoring data are detached from each application form before going to the recruiting area for shortlisting to minimise bias on the basis of personal details.
Applications should be maintained in strict confidence to protect the privacy of personal information and to ensure compliance with the Data Protection Act.
It is the responsibility of the recruiting manager to make appropriate arrangements for shortlisting, which should involve another appropriate member of staff who:
Shortlisting should be carried out as soon as possible after the closing date for receipt of applications. Guidance on shortlisting is available. Approximately 4 applicants are usually shortlisted for one vacancy.
Applications are confidential to those shortlisting and this should be made clear to all those included in the selection process.
Each member of the shortlisting panel should record information on the Shortlist Record Form. Copies of the Recruitment Shortlisting Form should be returned to the Personnel Advisers so that it can be used:
The Pro Vice-Chancellor (Academic) is required to approve all academic short-lists.
If there are internal applicants from the Faculty/Service Area/ Unit in which the job is based who are not shortlisted, they should be notified and advised of the reasons behind the decision at the earliest opportunity.
The recruiting manager is responsible for deciding the most appropriate selection process for the position. An interview is normally the minimum selection method, however, it is recommended that consideration be given to incorporating multiple selection methods into the recruitment process. This can help to enable a more rounded and fuller assessment to be made of the candidates. Other methods might include:
Candidates must be notified of the details of any skills test when they are invited for interview.
Asking candidates to deliver a short presentation or lecture can be a valuable way of helping to assess the candidate’s suitability for academic appointments in the following respects:
It is also a good method of assessing oral communication skills for support posts that require the post-holder to present reports or other information to groups of people.
When planning presentations:
Objective criteria to assess presentations must be set. These must be related to criteria outlined in the person specification. The criteria should be made known to the audience, who should be asked to rate the presentation according to these criteria, on the presentation assessment form.
Ideally all members of the Interview panel should be present at the presentation.
As the interview process should involve at least three people, and in some cases external experts, it is advisable to agree who will be involved as soon as possible. In order to promote equality of opportunity selection committees should, wherever possible, be of mixed race, age and gender composition.
An interview panel must include at least:
All members of the interview panel must have undergone recruitment and selection training or mentoring.
Before the interview takes place all members of the interview panel should receive:
The Chairperson is responsible for managing the interview. This includes:
Successful recruitment depends upon finding the applicants with the appropriate level of skills and qualifications who will identify with the mission, aims and objectives of Liverpool Hope and make a positive contribution towards them.
Liverpool Hope is committed to a policy of Equal Opportunities. This interview code of practice is provided to ensure interviewers are aware of relevant legislation, policy and Codes of Practice and that these are adhered to in the interview and selection of staff.
It is the responsibility of the person leading the selection panel to remind all interviewers of this Code of Practice.
The Code is intended to provide a flexible interview framework which puts the Equal Opportunities Policy into practice.
The aim is to:-
The aim of the interview is to:
It must be recognised that the interview as a form of assessment is highly susceptible to interviewer bias and stereotyped perceptions. To reduce this effect and to generally improve standards, all interviewers will receive appropriate training or mentoring in interviewing and selection.
Panel members should, wherever possible, agree the structure and format of the interview in advance. This should include agreeing the style of questioning as well as the content of the questions.
At the Start of the Interview
During the Interview - Questioning Techniques
The purpose of questions posed at interview is to obtain additional information to supplement or clarify the application. It is essential that comparable questions are asked of each applicant and that the substance of such questions should not vary according to sex, ethnic minority, marital status or disability of the applicant.
Examples of areas which should be avoided during interview are:
Areas covered should relate to the person specification and must be justified in relation to the safe, effective and efficient performance of the job.
Examples of areas which may be covered if they relate to the person specification:
Ask simple open-ended questions:
e.g. “How do you organise your work?” or “What sort of problem did you have to tackle?”
Avoid leading the candidate or suggesting the answer required:
e.g. “I imagine you are accomplished at delegating?” - this will have a predictable answer
Questions should be indirect - use phrases such as ‘How, When, Where, Why, Who, What, Which, Tell me more, In what way, Explain, Describe’.
Direct questions and closed questions will be less productive but can be used to clarify issues. Direct questions invite a Yes or No answer and will close down the dialogue:
e.g. “Can you plan and organise your workload to meet deadlines?” will almost certainly produce the reply “Yes”. Asking “How do you plan and organise your workload to meet deadlines?” will lead to an answer which can be explored further.
Probe - using the questioning techniques above to ensure information is provided with sufficient clarity
During the interview
At the end of the interview
Avoid making comments about the candidate’s performance until ALL interviews have taken place.
Following the selection process the personnel representative or the Chair will send a recommendation report to the Vice-Chancellor or Pro Vice-Chancellor for approval. After approval Personnel will issue the appointment letter and other documentation. Managers will be required to deal with any academic or technical issues that arise, as well as making preparations for the new member of staff to arrive.
Personnel will undertake action to obtain references, occupational health assessments, evidence of eligibility to work in the UK, copies of qualifications etc.