3 Recruitment and selection

Up-to-date, standards-based job descriptions and person specifications provide the ideal basis for fair and equitable recruitment and selection since they:

  • Clearly state what the job is about and what are the standards of performance required
  • Clearly describe the qualities that successful candidates should possess, in terms of their skills, knowledge, experience and qualifications
  • Allow prospective candidates to consider whether they are suitable for the post and prepare to present their relevant skills, knowledge, experience and qualifications
  • Allow those responsible for selection decisions to design assessment processes that identify those candidates whose qualities most closely meet the requirements
  • Help selectors take fair, appropriate and transparent decisions and provide feedback to unsuccessful candidates to help them improve their chances in future recruitment processes
  • Provide valuable information on which to design individual induction plans

Steps to take:

Step 1 Update the job description and person specification
Check that the job description and person specification are up-to-date and based on the relevant National Occupational Standards.

Step 2 Determine which qualities are essential and which are desirable
Some qualities will be essential. For example, a specific qualification might be required by law or the job might require the ability to speak a particular language or hold a clean driving licence. If candidates cannot demonstrate these qualities, they should not be considered for the post.

Other qualities may be desirable. For example, that candidates should have experience of working with a similar client group or that they are familiar with specific legislation. If requirements are not essential, carefully planned induction and supervision can ensure that the post-holder rapidly gains the relevant knowledge, skills and experience.

It is good practice to develop an assessment grid on which you can give each candidate a score as to the extent to which they possess the various qualities. This may be used both to identify the best candidates and to give structured feedback to those who were not successful.

Step 3 Design the assessment and selection process
Design your assessment and selection process to allow candidates to show the degree to which they possess the required experience, knowledge, skills and qualifications.

Use a screening process, based on applications forms or curricula vitae, to sift out those candidates who do not possess the essential qualities and create a prioritised list of those candidates whose qualities appear most closely to match the requirements of the post.

Employ skills assessments or simple knowledge tests to verify that candidates possess the essential skills and knowledge.

Use the standards in the role profile to help identify the important areas to probe in the interview, to explore candidate’s experience and evaluate how well they would be able to transfer learning from their experience to the new post.

Step 4 Advertise, assess and select candidates
Advertise the vacancy appropriately so that all those who are interested and have the necessary qualities are able to apply.

Assess candidates according to the process you have designed and select the candidate(s) whose qualities best match the agreed person specification.

Step 5 Give feedback to unsuccessful candidates
Feedback to successful and unsuccessful candidates can be structured around the National Occupational Standards. Using your assessment grid, you will be able to tell candidates where they scored highly and where they were unable to demonstrate that they possessed the necessary qualities.

Constructive feedback will show that yours is a professional organisation and will help the candidates improve their prospects in future selection processes. It will also ensure you comply with various legal requirements – such as those for equality of opportunity – and deter accusations of unfair discrimination.

You will also be able to identify the induction needs of the successful candidates by looking at any qualities they failed to show during the interview process.

Checklist

  • Do you develop person specifications for recruitment, promotion and selection purposes?
  • Have you identified the qualities you are looking for in candidates?
  • Are you clear what are the essential and desirable qualities for each job?
  • Do you use appropriate techniques to assess whether candidates possess the required qualities?
  • Are your assessment techniques fair to all candidates?
  • Have your decisions been made with regard to all the relevant employment legislation?
  • Have you considered any reasonable adjustments that could be made in order to enable an individual to take on the role?