Recruitment and Selection University of Cambridge Patricia McBride Welcome!

Recruitment and Selection

University of Cambridge

Patricia McBride

Welcome!

Guest Speakers

•Jacqui Kemp, Freelance H.R. Adviser.

•‘The Legal Issues’

•Liz Timperley, Recruitment Services Manager, University of Cambridge.

•‘The Recruitment Team’University of Cambridge

Today we will cover...• Legal issues

• Selection Criteria

• Shortlisting

• Using tests and other selection methods

• Interview preparation

• Questioning techniques

• Listening and rapport skills

• Making a balanced decision

• Notifying candidates

• Paperwork and follow up University of Cambridge

Overview •Person profile within role description

forms basis of selection criteria

•Do pre-employment checks

•Gain permission to fill or create vacancy

•Determine selection criteria

•Make interview and testing arrangements

•Complete long and short listing

•Write interview questions


Overview cont.Request references when appropriate

Hold interviews/selection events

Select candidate

Notify candidates

Retain documents in secure place for 12 months


Constructing Selection Criteria

• These criteria used throughout selection process

• Must be based on skills, knowledge and experience required for the job

• Must not be discriminatory

• Can include Behavioural Attributes

• Distinguishes between essential and desirable criteria

• Record your criteria on HR6 Selection Criteria template.


ScoringSuggested scoring system:

4 = Exceeds requirements3 = Meets requirements2 = Meets the requirements in most respects1 = Meets the requirements in some respects0 = Does not meet the requirements.


Weighting ScoresSelecti

on CriteriaNumbe

r

Score Weighting Total Score

1 4 40 160

2 3 20 60

3 4 20 80

4 2 10 20

5 3 10 30

TOTAL SCORE 350


Behavioural Attributes•Communication

•Relationship Building

•Valuing Diversity

•Strategic Focus

•People Development

•Negotiating and Influencing

•Innovation and Change

•These can be used at all

stages of the recruitment

processUniversity of Cambridge

Positive Indicators examples for planning

and organising• Identifies important activities and

milestones, establishing importance and urgency

•Constantly monitors and assesses progress

•Plans alternatives and contingency plans

•Assesses new information and reorganises the workload to meet new demands

•Knows the status of own work and uses any spare time or resources to do other work


Activity

•In your small groups discuss and decide:

•What selection methods you would use

•How you will score each method

•Overall scoring arrangementsUniversity of Cambridge

Reduce the Risk of Discriminatory Selection

Criteria

•Length of service

•Willingness to work outside normal hours

•Preference for full time workers

•Acceptance of only UK academic or professional qualifications only

•Age restrictionsUniversity of Cambridge

Shortlisting


• Review applications against the selection criteria using the grid provided.

• Only shortlist candidates who meet the essential criteria.

• Use desirable criteria for further selection if required. Keep score sheet.

• Invite successful candidates to interview. Send rejection letters to others.

• Request references at appropriate time

Shortlisting - don’ts•- shortlist alone

• - be casual about the process

• - make assumptions about foreign qualifications

• - determine skills by handwriting

• - exclude candidates on any grounds covered by Equality Act 2010

• - reject candidate because they can’t access your building

• - shortlist applicants who don’t meet the necessary essential criteria (unless your policy says you may)


Activity - Shortlisting•Work independently at first, then meet to decide.

•Assess applicants against the person specification, not each other

•Be methodical and take notes. Use approved forms

•Judge only against selection criteria. Initially use Essential Criteria, using Desirable Criteria only if necessary.

•Remember to weight items where appropriate

•Use behavioural as well as other criteria, if chosen


References

•Request before or after interview/tests

•Use with care

•Gaining references may be difficult

•Check if you sense anything you don’t trust

•Phone referee if you want more info

•Give candidate opportunity to explain any issues arising from references


ACTIVITY

In your small group:

Study the details of the job and the Person Profile

Shortlist the two candidates

Use the form provided to record your decisions


Interview Preparation• Book room, notify relevant people internally

• Design questions

• Decide who will chair the Appointing Body

• Decide who will ask which questions

• Arrange visits to workplace, tests, etc.

• Have all relevant paperwork prepared

• (Allow yourself time for coffee!) University of Cambridge

ISSUE DESCRIPTION

Self-fulfilling prophesy

Assessor asks questions designed to confirm initial impressions of candidate

Stereotyping effect Assessor assumes that a candidate will have particular characteristics because s/he is a member of a particular group

Halo and Horns effect

Assessor rates a candidate as ‘good’ or ‘bad’ across the board, often based on an unconscious initial impression

Contrast effect Assessor allows the experience of interviewing one candidate to affect how they interview candidates seen later

Similar-to-me effect

Assessor gives preference to a candidate they perceive as being similar to themselves

Personal liking effect

Assessor is influenced by whether they like the candidate or not

Primacy/regency effect

Assessor puts too much emphasis on information provided by first and/or last candidate

Question Types•Open - encourage full

answers

•Follow on - learn more

•Closed - useful for clarification/verification

•Leading - suggest the answer (don’t do it!)

•Don’t use hypothetical

•Behavioural - ask about past behaviour


Activity•In your small groups

design questions for your interview

•Decide and note weighting for each question

•Decide who will ask each group of questions


Interview•* Welcome candidate•* Introduce all panel members•* Put candidate at ease•* Briefly outline the job•* Explain how interview will work and length of interview

•* Ask questions•* Give candidate an opportunity to ask questions or give further information

•* Explain next stage•* Goodbye


After the Interview

•* Review all scores•* Apply agreed decision rules, incorporate results of tests, etc.•* Record all scores•* Confirm when and by whom candidates will be contacted•* Contact successful candidate first•* Use Conditional Offer Letter•* Agree who will provide feedback if required•* Retain documents for 12 months


Interview panel tasks• Plan whole process working together

• Book room, arrange timetable

• Plan tests

• Choose selection criteria

• Shortlist

• Design interview questions

• Interview

• Make the decision

• Let candidates know results

• Keep papers safeUniversity of Cambridge

Giving Feedback

•Feedback should be based on skills, knowledge, qualifications for the job

•It should not be based on personal factors or opinion

•Can be structured by discussing each of the selection criteria

•Can be in writing or giving verbally. Writing is preferred.


Recruitment and Selection University of Cambridge Patricia McBride Welcome!

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