The decision on who will be selected for any particular job will rest on a variety of
contributory factors. The candidates' experience and qualifications must be assessed in a relatively objective way, based on factual information. The skill in selection comes with making correct decisions in the less factual areas where objectivity can be difficult. Is the person reliable and adaptable? Will they get along with their colleagues? Is their motivation for applying the right motivation? You cannot avoid your personal tastes and opinions contributing to the way you react to individual candidates, but you should try to remain as objective as possible.
There are a number of established techniques for selecting candidates. Selection tests
Practical tests are common when recruiting for a position where an easily tested skill is required, such as driving skills or the ability to speak a foreign language. If a test is to be used as part of the selection process it is usual to advise candidates of this in advance.
Psychological tests are used to assess aspects of a candidate such as motivation, personality type and attitudes. Such tests have been prepared by psychologists and are available commercially for use by companies in their selection process. The results
of such tests must be treated with caution and those involved in the application of the tests and in the interpretation of the results should be fully trained.
References
It is usual to take up a person's references once primary selection has been made as a way of confirming choice or doing a final check on a candidate. References can be helpful, but again they must be treated with caution. There is usually an unknown factor with references because you do not know the precise relationship between referee and candidate. A reference may be impartial and accurate, but it might also be: (a) Biased in favour of the candidate due to a personal friendship
(b) Biased against the candidate due to a personal dislike
(c) Biased in favour of the candidate because the referee wants to get rid of them! (d) Biased against the candidate because the referee wants to keep them!
You may get a more informative reference if you telephone the referee – in this way you may be able to form a better impression of the referee's true opinion of the candidate. It is important not to take up a reference without the applicant's consent. Interviews
Interviews are still the principal method of selection. The most widely quoted definition of interviewing is a very simple one which states that "an interview is a conversation
with a purpose". The purpose is normally to exchange information and the term
"exchange" implies that the flow of information is a two-way one – it provides an opportunity to collect information from the candidate as to his/her suitability for the job as well as to give information to him/her about it.
There are basically two forms of interview:
(a) Panel interviews – This involves a team of interviewers meeting the candidate together. It is less time-consuming and more administratively convenient than the alternative explained below. The experience can be intimidating for candidates, however, and it is difficult to pursue in-depth questioning.
(b) One-to-one interviews – Candidates are interviewed by a single interviewer, or undergo a series of different one-to-one interviews with each member of the interviewing team (sequential interviewing). This approach is more likely to allow thorough and rigorous questioning, and should encourage candidates to relax and talk freely. It can, however, prove awkward to timetable such arrangements if several interviewers are involved.
Interview time should be spent discussing those matters which are relevant to the application. This will normally mean concentrating on the following points:
(a) Evidence of the applicant's ability to do the job as defined by the job description and the person specification, usually building on information supplied during the application process.
(b) Evidence of the applicant's motivation in applying for the job, which is one issue that can only be assessed by interview questioning.
(c) Provision of information about the organisation, the job and the terms and conditions of employment on which the applicant might be engaged.
It is very important to avoid personal bias and assumptions about the candidates during interviews. In particular, in discussing personal details, care should be taken to avoid infringing the provisions of the Equality Act.
Once the selection procedure has been completed, it is time to make a choice between the candidates who have shown that they are suitable for the vacant job. This should be
immediately after the selection procedure, but in some circumstances, there may be a delay whilst all candidates are considered.
The successful candidate will be made an offer of the job, usually based on the information set out in the job description, although for some jobs there may be some negotiation about terms and conditions. The offer may also include qualifying conditions such as subject to references, health check, etc.
It is good practice to notify those who have been unsuccessful as soon as you can, but it may be wise to wait until the selected candidate has accepted the position before notifying everyone. If there are two or three candidates whom you would be happy to employ in the position, offer the job to your first choice candidate, but don't reject the others until the first choice has officially accepted. This way, if the first choice does not accept the position for whatever reason, you have another candidate lined up. It is important to tell these
candidates that you were impressed by them and that the decision was close, but you considered them slightly less suitable for that particular job – you may find that you need them in the future (or if the chosen candidate lets you down at the last minute).
If internal applicants have been interviewed, but rejected, it is good practice to discuss with them why they did not get the job. It may be possible to advise them about any areas where they could develop their skills in order to build up their experience and increase their chances of success when any future vacancies arise.