Conducting interviews

Before the interview

A person specification detailing skills, abilities, knowledge, qualifications and experience required or preferred should be used to select the applications objectively and draw up a shortlist of candidates. At the planning stage you will have already decided how you will discover which applicant is best for the job and how each part of the person specification will be ‘tested’.

Invite candidates for an interview, specifying the place, time, date, expected duration as well as an idea of the agenda. Provide candidates with an opportunity to request an adjustment to the process to allow for any disability.
Where possible the timing of the interviews should be flexible to facilitate candidates with family commitments.
The premises used for interview should be easily accessible for disabled candidates.
Consideration should also be given to other reasonable adjustments, to ensure candidates with a disability are not disadvantaged. For example, allowing longer periods of time to answer questions if appropriate.
Ensure that interview questions are prepared in advance and that they are based on the requirements in the person specification. Ensure that other selection exercises are based on gathering information on criteria listed in the specification.
Create a comfortable environment to put the candidate at ease.

The interview panel

Appoint a panel of two or three people for the interview. At least ensure that there is always more than one interviewer
It is usual for the selection to be lead by the line manager accompanied by another member of staff (peer or senior manager) or possibly a trustee with specialist knowledge. If possible, your panel should have had training in recruitment and selection. The panel could also include an independent person such as a Human Resources consultant
Establish with your co-interviewers what you are trying to learn about the candidate.

Interviewing

Start the interview punctually and avoid interruptions such as telephone calls
Ask open questions: for example those which cannot be answered with a simple 'yes' or 'no'
Avoid leading questions: for example ‘this job needs someone who is great with computers, are your computer skills good?’
Avoid questions that are unlawfully discriminatory and those that are unrelated to the person specification
To maintain objectivity, use a pre-prepared person specification and questions. Focus questions on the candidate's ability to do the job and look for evidence that they have demonstrated a particular skill, or that their skills are transferable
Interviewers should treat each candidate consistently and interview them on the basis of the person specification and prepared questions
Ideally, scores should be allocated to each candidate by reference to their answers to the prepared questions, according to identified criteria

Further information:

Reviewed and updated by the HR Services Partnership – April 2010.

Back to Recruitment overview