Holding successful recruitment interviews - checklist


Holding successful recruitment interviews - checklistRecruiting new staff will usually mean interviewing candidates to see how they will fit into your company. This checklist covers the basics of holding interviews.

  • Set clear selection criteria and give each a weighting based on the requirements of the job. Distinguish between essential requirements and skills, qualifications and experience that are desirable.
  • Prepare questions and, if necessary, tests which will help you determine how candidates match up to your criteria.
  • Use candidates’ applications and CVs to pre-select a shortlist of the best candidates who at least meet your essential criteria.
  • Use two or more interviewers, including the prospective manager and, if necessary, a relevant specialist; ensure they are properly briefed.
  • Arrange a convenient time for interviews when you will not be disturbed.
  • Put the candidate at ease with a friendly welcome, introductions and an outline of the interview structure.
  • Verify any important information; look for evidence of skills and achievements.
  • Probe for a better understanding of the candidate’s experience, skills and attitude.
  • Use open-ended questions to encourage the candidate to talk; listen and observe carefully.
  • Invite questions from the candidate; sell the job and your company and confirm that the candidate is still interested.
  • End the interview. Tell the candidate when the decision will be made and explain what further steps may be necessary (eg checking references, qualifications and eligibility to work in the UK).
  • Take notes on candidates against your objective criteria during, or immediately after, the interview. Remember, interviewees can request to see all information you are holding on them, including your interview notes.
  • Make an objective evaluation of the candidates after all the interviews have been completed.
  • Make further checks, or re-interview, if you do not have enough information and evidence to make a decision.
  • Throughout, avoid discriminatory requirements, inappropriate questions or prejudiced evaluations.