Professional Documents
Culture Documents
In the earliest stages of an intervention, recruitment decisions often get made on the basis of who
is standing in the right place at the right time with the right look on his/her face. As the situation
matures, we have to think more carefully about picking the right people for longer-term roles
including middle and senior management. The integrity of the recruitment and selection process
helps to ensure sustainability by building a strong and balanced team, demonstrating the
organization’s neutrality, promoting its good name and serving as an example for partners. You
may find that one of the first roles you need to fulfill is a HR administrator to help achieve these
goals.
4. Candidate assessments: The interview will provide you with some information
but check it out before offering a job. Ways in which you could do this include:
6. Induction
help your new recruit to settle in quickly and become productive as soon as
possible.
Legal Considerations
All documentation should be in an official language of the country in which you are operating.
It is important to consult a local lawyer to ensure that your contracts are compliant with all
applicable laws.
Now, Let us see a little more in detail how this process can be divided into stages and how
best to execute the process:
The recruitment process begins when you know you need someone new in the School or
Department, either because an existing staff member has left, or because there is new work to be
done. It doesn't finish until after the appointment has been made and you have reflected on any
changes that you would make in future recruitments.
Recruitment Activities:
• Identify Vacancy
• Prepare Job Description and person Specification
• Advertise
• Managing The Response
• Short-listing
• References
• Arrange Interviews
• Conduct The Interview
• Decision Making
• Convey The Decision
• Appointment Action
Short-listing form
The production of selection criteria, mutually agreed by the panel, forms the core of a fair and
effective selection process.
It is important for fair selection because:
• While no selection of people can be made completely objective, it should be the aim of
the selection panel to reduce as far as possible the subjective nature of the process,
which can inadvertently lead to unfair discrimination. All panel members should be able to
assess candidates against the same standards.
• If candidates know what standard they are being assessed against, selection is seen to
be fair.
A B C D E F
This format may be used in one of two ways: a simple tick/cross system in each box may be
adequate for some posts; alternatively, it may be more appropriate and more flexible to use a
scoring system, allocating points out of (say) 10 for each criterion. Whichever system is used, it is
important to remember that it is there to help the process of short-listing, not make it more difficult
or reduce it to a mathematical exercise. The Notes column should be used to make comments on
the candidate, which either clarify the score or add to it.
Interviews:
Asking the right questions at the interview is the most obvious task that a Panel Member has to
do. Its easy to think that asking questions is quite an easy process but experienced interviewers
will tell you that there is a real art to phrasing questions to gain exactly the information you want.
Listening to the answer is the less visible but equally important part of being a Panel Member.
Question types
Here's a reminder of various question types, with examples of each.
Open Questions
Open questions encourage the flow of information. Questions usually begin with words like, What,
Why, When, Where, Tell me about, or How and encourage an expansive response. Interviewees
will usually respond well to an open question.
E.g.: ' What sort of work do you enjoy most'?'
'Tell me about the project you are currently involved in'
Closed Questions
Closed questions are direct and focused. Some think they should not be used as they only lead to
'yes' or 'no' answers, however these questions are useful for concluding and summarizing. They
control the flow of information and are most effective in confirming information or slowing down a
verbose candidate.
Eg:' Have you attended any conferences this year'?'
'Did you personally supervise any students?'
Probing Questions
Probing questions are used to follow up and obtain more detail. Their purpose is to draw out more
information about specific points, aiming for depth rather than breadth of information.
E.g.: ' You say you enjoyed your last project, which aspect of the work gave you the most
satisfaction?'
'You say that you worked in a team, what was your main role as a member of that team?'
Leading Questions
Leading questions are directive and always indicate the preferred answer or telegraph the
interviewer's opinion. These are not productive in obtaining depth or qualify of information.
Example:
' You are willing to work every other Saturday morning aren't you?'
'I expect you prefer to work in a team'
Hypothetical Questions
Hypothetical questions are open in style and pose a 'What if...' scenario. They can be useful in
analyzing knowledge, attitudes, reactions, creativity and speculative thinking. However, in setting
a scene you need to be very careful that everyone would understand the basis of the question
and the sub context of the scenario. For example, an applicant might think that the Professor
should take precedence as they are a senior academic, where as, in fact, the interviewer is
looking for someone who can stand up to the academic and put the needs of the student first.
Without long explanation of the situation candidates may not necessarily have a full
understanding of what is required. This could particularly disadvantage applicants from outside
the University, as they will not understand the internal culture and politics of the organization
Example:
' If another member of staff took credit for work you had done, what would you do?'
'If you were in the middle of doing something for a student and a Professor
Multiple Questions
Multiple questions, as the name suggests, are several questions joined in a series. Their use
should be limited, as they tend to confuse the interviewee, producing limited information.
It may be useful to combine questions requiring several repetitive factual responses, as in the
example given opposite. This can avoid having to interrupt regularly with the same questions and
gives the interviewee responsibility for covering all points.
Example:
' I want you to think about your skills in relation to Word-Processing, Spreadsheets, Databases
and Email and rate your self against each as a) no knowledge, b) beginner, c)advanced user, d)
expert.'
Linking Questions
A linking question will summarize and confirm correct understanding and make transitions to new
subjects.
Example:
' Thank you, I can see from your answer that you like working with people, can you tell me how
you use this skill when you are working on the help desk?'
'It's interesting to hear that, on a related subject I'd like to ask....'
Behavioral Questions
Behavioral questions will seek advice from the past as an indicator of future performance. They
are similar in nature to hypothetical questions in that they can measure knowledge, attitudes,
reactions, creativity and thinking, but they do so on the basis of something the candidate has
actually experienced and done.
Example:
' Think of a time when you had to deal with someone who was angry. What techniques did you
use to calm the situation?'
'When you are under pressure to meet a number of tight deadlines, what strategies do you use to
manage your time effectively?'
The aim is to help candidates talk freely (they, not the interviewers, should do most of the talking)
and with relevance (they should not be allowed to waffle or waste time). This is best achieved by
asking open questions followed by probing. An effective form of probing is to keep asking for
specific examples from the candidate's own experience to support an assertion or claim.
The process can be thought of as a funnel, with probing gradually narrowing down to concrete
evidence.
Good listening is vital if the interviewer is to probe effectively. At the end of this "funnel" process
the interviewer should test that he or she has correctly understood the candidate by reflecting
back a brief summary of the candidate's answers, and then move on to begin the process again
with a new area of questioning.
Every interview should have a structure, which is clear and transparent to both the interviewers
and the candidate. A simple structure to follow is GASP:
Greeting
Acquiring information
Supplying information
Parting
Greeting
Interviewers should provide candidates with an outline of the interview process, introduce the
participants, tell applicants when they will be able to ask questions and confirm the follow up
process.
A gentle introduction puts the candidate at ease. Many candidates will find it difficult to plunge
straight in to the interview proper: it may help for a panel member to begin by giving some basic
information such as the structure of the interview, names of panel members etc. This gives the
candidate time to relax. Nerves are not necessarily a reason to mark a candidate down; beware
of prejudging the candidate at this early stage.
Acquire
Interviewers should gather information by use of open, closed and probing questions following
agreed question format based on agreed question criteria. Ensure that discriminatory questions
are not asked.
Supply
Interviewers should supply appropriate and accurate information by being aware of the questions
and queries that candidates are likely to ask.
Part
Interviewers should ensure that candidates are clear on what happens next, in particular how and
when they will hear the outcome of their interview. Ensure that any administrative details that are
your responsibility have been dealt with. Ensure that the candidate is left with an image of
professionalism and courtesy - so that regardless of the outcome in their individual case, they will
carry away a good impression of the organization and will feel that they have been dealt with
fairly.
If you think you have found the right candidate, go ahead to give him the job offer.
For your successful candidate:
• Prepare and send the appropriate documentation
• Make up the employee's personnel file; and
• Arrange the induction plan.
Induction
Help your new recruit to settle in quickly and become productive as soon as
possible.
Legal Considerations
All documentation should be in an official language of the country in which you are operating.
It is important to consult a local lawyer to ensure that your contracts are compliant with all
applicable laws.
Note: This document is prepared from various sources and is posted with the sole intention of
helping out students and new professionals by providing handy information for quick reference
By: Smita P