GUIDANCE ON INTERVIEW BEST PRACTICE

Transcription

1 GUIDANCE ON INTERVIEW BEST PRACTICE Date of the interview To reduce time delays and increased agency costs to cover open vacancies, the interview date should be planned ahead by the appointing manager and confirmed as a clear agreement at the Clinical Board Vacancy Panel meeting as per the dates stated on the VAC1. Competency Based Selection The UHB has clear demonstrable requirements detailed in the person specification that have been developed for frontline, managerial and executive staff, which draw attention to the key requirements of the role. It is the framework found in the person specification that staff will be expected to demonstrate in the workplace. During the recruitment and selection process, we will not often have the benefit of having direct evidence of the individual's performance. It is therefore necessary to focus on the person's previous experience, past performance, qualifications and training as evidence to demonstrate that the person meets the competency requirements and is suitable. A competency-based approach can also help the individual to determine whether they match the competencies required to undertake the job, which include the values of the UHB. Interview Questions The purpose of an interview is not only to establish the suitability of a candidate to undertake the role effectively, but also to ensure the candidate comes away from the interview believing that they have been treated equitably and given every opportunity to demonstrate their suitability for the job. They should also be given all the information necessary to enable them to make an informed decision about the job should it be offered to them. Equitably will only be achieved if the right questions are asked and relevant information is given. Therefore the skill of the interviewer is key to the process. Questions should be designed to elicit the appropriate information, i.e. what skills/personal qualities/experience are you looking for. They should be clear, relevant and open, and should relate directly to the requirements you have outlined in the job description and person specification for the role. They should probe past behaviours and seek responses to questions about previous experience. 1

2 Clear Questions Clear questions are easily understood by the candidate. Multiple questions such as What skills do you use most frequently in your job? Are they technical skills, leadership skills, team working skills or communicating skills? are not clear and will only confuse the candidate. You will probably get a partial or misleading reply. Ask only one question at a time. If the candidate does not answer the question immediately do not be tempted to jump in and try to expand on the question as this may confuse the candidate. If the candidate does not answer within a reasonable time simply ask if they would like you to repeat the question. Relevant Questions Questions that relate to the ability of the candidate to undertake the role in terms of skills, experience, qualifications, competencies and motivation are relevant. Anything else is probably irrelevant. Questions that are linked to age, gender, race, religious views, disability, sexual orientation are unacceptable and potentially unlawful. If for example, travel or working unsociable hours are a feature of the role, state the requirements and ask each candidate if they are able to comply. Accept the responses given and do not be tempted to make assumptions. Take care with hypothetical questions that bear no relevance to the job, e.g. What would you do if you had three wishes? or If you were Prime Minister, what changes would you make?. These tell you nothing about the candidate s suitability for the role and may cause discomfort. It is not in your interest to make a candidate feel uncomfortable. If you wish to test creative thinking or the ability of the candidate to think on his/her feet other selection methods can be used to allow the candidate to demonstrate skills/aptitudes in this area. However, describing a typical issue or scenario and asking how someone would deal with it is acceptable, but be prepared to probe. Establishing what candidates have done is always better than what they might do. Important: Candidates with a disability should not be treated any differently from other candidates, given that suitability for the role is the key issue. However, managers should be aware and prepared to make reasonable adjustments if appropriate. Questions about candidate s health that are unrelated to the job role are unlawful and therefore, should not be asked at interview. The UHB 2

3 cannot discriminate against those with medical conditions. Please contact the HR Department if you would like any further guidance. Open Questions Open questions are likely to give you far more information and will also open up the conversation resulting in a better flow to the interview. Examples include: a) Tell me about a time when you faced a challenge? b) How did you meet the challenge? c) What was the outcome? Open questions and usually start with words such as tell me about, who, what, how, why, when. It may help to think of your questions in terms of discovery. When preparing your questions ask yourself what you will discover from the responses. Closed questions will probably only provide an affirmative response. The candidate can only answer yes or no. You will not have learnt anything about the candidate by asking this type of question. A series of closed questions will result in a stilted and unsatisfactory interview for all concerned. Immediately prior to the interview Allow adequate time before the interviews commence to study the application forms and make notes on any specific points on the form that require clarifying. Allow time to discuss with other members of the panel the framework for the interview, how the questions will be divided etc. The Interview Room Arrange the seating so that no one is facing the sun or looking at a scene that is likely to distract. Consider how formal you wish to be. Talking across a table will be more formal than seats placed at right angles to each other. Arrange to have water available on the table. 3

4 THE INTERVIEW Welcome and Introduction Welcome the candidate Introduce yourself and other members of the panel and state who you all are, what you do and where you fit in the organisational structure. Settle the candidate and help/him her relax Explain the process, what will happen at the interview and how the interview fits in the overall selection process Offer information about the UHB and the job role Advise the candidate of the approximate duration of the interview Advise the candidate that you will be taking notes Conducting the Interview Ensure that the candidate has sufficient time to respond to questions Move through the questions as seamlessly as possible, you need to prepare a framework but you do not have to read from a script! Maintain eye contact with the candidate and give encouragement by nodding/ smiling as appropriate Listen to the responses and make notes Do not necessarily take answers at face value or be satisfied with generalisations Be prepared to probe for further clarification Closing the Interview Advise the candidate of the basic terms and conditions of employment, e.g. place of work, hours, salary, holidays, pension etc. Give the candidate the opportunity to ask questions Let the candidate know what the next step will be Thank the candidate for attending Arrange for a colleague to show the candidate where they may be working or give a quick tour of the working environment 4

5 Appointing the right candidate It is important to appoint the candidate who meets the needs of the post and to the standard expected by the UHB Ensure the candidate is aware that any offer is subject to satisfactory pre employment checks The manager must consider each answer provided at interview combined with the overall score and work related experience. The UHB sets high standards and therefore, only higher scoring candidates must be considered for appointment. 5