EFFECTIVE RECRUITMENT AND SELECTION Claire Jackson HR Development Consultant

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.

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.

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

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

Person specification Education/Qualifications Skills and abilities Proven competence Knowledge Any other requirements ( eg ability to work shifts, willing to wear uniform etc)

Person specification Criteria Ess or Des Ap form Test/int

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?

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

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

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

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

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

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?

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?

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?

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?

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

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

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

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

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

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

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