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When you have the replies to your job advertisement, whether that be through the submission of a CV or an application form, you'll need to:

• match applications against your job description and person specification
• eliminate applicants who do not have the basic requirements for the job role
• draw up a shortlist of candidates to invite to interview
• notify all the candidates who will not be invited for an interview to let them know that they were unsuccessful with their application on this occasion

How to make a shortlist for interviews

• Draw up a table listing each candidate against the essential requirements of the job. This will be your shortlist.
• Include only the number of applicants you will have time to interview - usually no more than three to four people a day. Allow time for the interview panel to prepare ahead of the interview and set aside time after to discuss the interview outcomes.
• If there are too many possible candidates, look at how many candidates meet both the essential and desirable criteria.
• Ensure you don't discriminate against applicants on the grounds of sex, race, age or disability, sexual orientation, religion, political opinion or belief, pregnancy and maternity, marriage and civil partnership, and gender reassignment.
• Get more than one person to compile the shortlist to avoid possible unconscious bias.

Invite candidates to interview

Invite the most suitable candidates to interview by letter, telephone or email. If you do it by telephone, you are advised to confirm arrangements in writing.

You should inform the candidates invited for an interview:

• when and where the interview will take place
• what documents the candidate should bring with them to the interview
• who the candidate should ask for on arrival
• the names and job titles of the people conducting the interview
• if they will be required to take a test or give a presentation to the interview panel

You should also ask candidates to tell you if they have any special needs that you will need to cater for. This will give you the time required to facilitate any reasonable adjustments required by a candidate.

The more preparation you do for the interview, the easier it will be for both you and the candidate.

Interview panel

You may want to establish an interview panel consisting of a number of colleagues who will be present when the interview takes place. The interview panel can help you decide on the right questions to ask and help you assess the candidates. An interview panel can include a variety of people with different experiences, beliefs, and thoughts, which can provide a balanced perspective.

Include a diverse balance of people on your interview panel in terms of gender, race, and other characteristics. Meet with your interview panel before the interviews begin to establish what you are looking for from the ideal candidate.

Plan the interview questions

• Plan questions that give the candidate the chance to talk about their skills and experience.
• Ask about any information in their application that is not clear, or that you would like to know more about.
• Compare the candidate responses against the job description and person specification so you can determine how they measure up.
• If two or more people are interviewing, decide who will deal with which questions or topics.
• Think about what information candidates may want about the job and your organisation. If there is something you or the interview panel can't answer during the interview tell them you'll follow this up with them.

Prepare questions that need more than a 'yes' or 'no' answer. For example:

• Tell us why you are interested in this job.
• What were/are your main responsibilities in your previous/current job?
• Why did/do you want to leave your previous/current job?
• Where do you see yourself in five years' time?
• Looking back at your career, what would you have done differently?

Make arrangements for the interview

• Make sure that the interview room is properly prepared.
• Find out if a candidate has any special requirements before they arrive. You must make any reasonable adjustments.
• Make sure there will be no interruptions.
• Brief other members of staff, such as receptionists, to expect the candidate.
• Allow enough time for the interview so you don't have to rush.
• Set aside time in between interviews so that the interview panel can take a break and will be refreshed for the next interview. Interviews can require lots of focus and concentration.

Prepare your questions in advance of the job interview. Your aim is to get as much quality information from the candidate as possible to assess if they are the right match for the job.

Job interview process

• Welcome the candidate and thank them for coming along to the job interview.
• Introduce yourself and any other people present on the interview panel.
• Explain the structure of the job interview and inform the candidate that you will be taking notes throughout the interview process so there may be pauses when the interview panel are writing to capture what they say.
• Outline what the job role involves and where it fits within the company.
• Ask questions and allow the candidate time to think and answer the interview questions.
• Keep control of the interview by helping the candidate focus on the information you need from them. You can ask follow-up questions to help keep the candidate on track with their answers.
• Ask the candidate if they have any questions for you at the end of the interview process.
• Explain the next stage in the recruitment process and give the candidate an idea of the timescales.
• Thank the candidate for their time and let them know that you will be in touch to inform them of the outcome of their interview.

Keeping records of the job interview process

• It is best practice to write notes during the interview process so that you can record the answers the candidate has given you. All interview panellists should keep individual notes so these can be compared when you come to make your decision on the best candidate.
• Only record what has been said by the candidate during the interview process and not your beliefs or thoughts about the candidate.
• You should also record how the interview panel made the decision to select the most appropriate candidate for the job.
• Candidates who later make a complaint to an industrial or fair employment tribunal have the right to ask for copies of any notes made during the job interview. You may need them for defending any possible discrimination case relating to the interview process.

Only record or keep personal data after a job interview if it is necessary and relevant to the recruitment process, or if there is a possibility of a discrimination challenge. Data that is kept should be securely stored.

As well as interviewing, there are other ways to select the best candidate for a job role. Options include:

• practical tests
• psychometric tests
• assessment centres

Recruitment tests can be done before or at the time of the interview, but should not be used as the sole method of selection. Keep in mind that such tests could also be unlawful if they discriminate against candidates of a particular race, sex, or age or those who have a disability.

Before using any kind of test, think about how relevant it is to the job and measure the benefits against the costs of organising them.

Practical tests

Practical tests are used to gauge ability and are most useful for:

• manual jobs - eg to test trade skills
• secretarial jobs - eg to test word processing skills
• those working in call centres or telesales - eg to test telephone skills

Psychometric tests

Psychometric tests are more likely to be used when hiring managers and can be useful when choosing a candidate from a group of people who do not have easily comparable skills or experience. Psychometric tests can be used to measure intelligence, personality, or aptitude for specific tasks, such as:

• reasoning and problem-solving
• decision making
• interpersonal skills
• confidence

You should bear in mind that these tests:

• are not always a good indicator of future performance
• should not be used unless there is a proven need and a suitably qualified person to administer them
• often require a fee when you use them

Assessment centres

These are generally used by larger organisations when hiring senior staff or graduates from a large pool of candidates.

Individual and group exercises take place, sometimes over a few days, often including an interview, psychometric test, and group discussion. Tasks, written exercises, and presentations are also commonly used.