Candidates for more senior posts might be asked to write a brief report on a relevant technical matter or describe how they might deal with a management problem.  Such an exercise can test their report writing skills, their ability under pressure and the logic of their thought processes as well as the technical substance of their answer.  Their skills might be further tested, as appropriate, by asking them to make a presentation.  For support staff posts it is possible to take a defined task that falls within the remit of the post and use this as an exercise.  It may be appropriate to use a series of interviews involving different personnel in order to question candidates in greater depth on specific aspects of the role. Any such activity should have a clearly defined purpose. 

Whatever selection activities are decided upon, it is important to arrange for the from each stage to be relayed to the interview panel in an effective and confidential manner.

Chairs should ensure that the selection activities incorporate opportunities for the candidates to gain information about the project and the post.

Panel Interviews
Interview panels should be kept to two or three members where possible and the panel chair should agree the questioning strategies with the other panel members in advance.  It is important that each candidate is asked a broadly similar range of questions in order to be consistent and provide a valid basis for comparison.  However, this does not mean that the same exact question has to be asked of all candidates, and panels should not be afraid to probe further, depending on a candidates response to the initial question.

It is important that questions are not leading questions, closed questions (requiring only a yes or no answer) or discriminatory.   It is important that the requirements of the job are the main focus of the questions and not the personal circumstances of the candidate.

The Chair should ensure that the interview room is quiet and free from interruption.  When the candidate comes in, the Chair should introduce the panel and attempt to relax the candidate.  They should explain the format of the interview and make clear how and when the decision of the panel will be communicated to the candidate.

The interview panel should, through questioning, obtain details of the candidates competence, experience and qualifications matched against the employee specification for the post and in particular they should explore:-

• Education, qualifications and any relevant specialist training
• Work experience and or specialist experience, in relation to the requirements of the post
• Motivation, as identified by how they have performed in a past work situation
• How they would contribute to the existing project/team

The Chair should keep the questioning going and ensure that questions remain related to relevant issues.   As a general guide, the candidate should be talking for 70% of the time.  There should also be an opportunity at the end of the interview for candidates to ask questions or to make the panel aware of any other relevant information that they have not had the opportunity to talk about in the interview.

Once all candidates have been interviewed Evaluate each candidate as soon as possible following an interview. Research shows over 80 per cent of your memory is lost within 24 hours. Fill in any gaps in your notes when your memory is still fresh.

Record your first impressions, your gut feeling. Specify what gave you those impressions. Were the candidate's words consistent with the candidate's body language and appearance? What could have caused any discrepancies? What would the candidate be like to work with, outside the selection interview?

Read through all your notes again and update the candidate's matching sheet. How would you rate the candidate overall on a 1-10 scale? Do this for all the interviewed candidates and draw up a shortlist for a second interview, if applicable.

The panel should discuss and agree which are suitable, and of those, who should be appointed.  Whenever possible they should also agree second choice and third most suitable candidates in order of preference to be offered the post -  in the event that the first or second choice turn down the offer.
Check references, if necessary, but only with the candidates explicit consent. Be discreet throughout the entire selection procedure.

Don't employ the candidate who came out best compared to the other applicants. If you feel you haven't yet found the right person for the job and that they don't match the Person specification, don't hesitate to continue your search. Selecting one candidate in this way may backfire badly in years to come.

Dealing with a candidate who has declared a disability
Under the Disability Discrimination Act, there is a duty on the employer to consider reasonable adjustments to be made to enable an applicant who has declared a disability to take up a post for which they have been found suitable.  Such reasonable adjustments might be the provision of specialist equipment or furniture, or provision of administrative or other support.  It is important that the panel do not make assumptions about a candidates ability to do the job but that the candidate is given the opportunity to explain.

When a shortlisted candidate has declared a disability, the panel should ask about the effects of his/her disability when it is relevant to the person?s ability to do the job.  However, where questioning is necessary, it is important that this is separated from the main body of the interview.  This can be done by dealing with this at the end of the standard interview questioning, making clear that these questions will not form part of the selection process.  A suitable question might be, ? Given that you have declared a disability on your application form, are there any adjustments or measures which we would need to put in place in order to enable you to take on the duties of this post?? 

Making the offer to the successful candidate
It is usual for the successful candidate to be contacted by phone as quickly as possible after the decision has been made.  They should be made aware of the salary to be offered and a provisional start date should be agreed. 

The offer should be made subject to:-

• Receipt of satisfactory references
• Successful completion of the probationary period
• Satisfactory medical clearance being obtained.

In addition candidates should be clear about:-

• Hours of work
• Sick pay, holidays etc,
• The entitlement to join the appropriate pension scheme
• How to claim their Interview expenses (if applicable)
• Entitlement to relocation expenses (where applicable).