Chair Of the Interview Panel

Transcription

1 Chair Of the Interview Panel Action Checklist: 1. Advance preparation Contributors: Timing: Recruiting department contact leading on the recruitment of the post, normally the Recruitment & Selection Co-ordinator (RSC) and the Chair of the Interview Panel Information to be supplied to the Chair with as much notice as possible in advance of the interview dates. Essential Information (to be provided by the Recruiting Dept /RSC) Action by Chair 1.1 The post: Copy of advert and full About the Job details as received by the applicants Familiarise yourself with the jobs description and the essentials and desirable criteria of the person specification 1.2 The applicant field (NB this information will routinely be available once e-recruitment has been launched, due Nov 2009) Analysis of where candidates first saw the post Helps to keep you aware of outcomes of advertising in your faculty/specialist area Diversity breakdown of applicant field If you have any concerns re. underrepresentation raise this with the recruiting dept. Diversity breakdown of shortlist for interviewing If you have any concerns re. underrepresentation raise this with the recruiting dept. 1.3 R&S Framework Steps Shortlisting panel membership You must be satisfied that this is suitable and there is continuity with the Interview Panel Interview Panel Membership Does this cover all the UoS requirements for Interview Panel membership for this type of post?

2 Essential Information (to be provided by the Recruiting Dept /RSC) Action by Chair nt/appendices/appendix10.html Schedule for interviewees assessments - to include details of all assessment exercises eg long-list interview, presentations topics; interaction with dept; other forms of assessment. Be clear as to which criteria each will assess and recommend value weighting per assessment method eg Interview 60% weighting, presentation 40% Confirmation at which stage references will be sought Consider the content and effectiveness of the proposed methods of assessment. Raise any concerns with the recruiting dept. Review the value weighting for each form of assessment Ensure use of references is consistent for all interviewees. If at offer stage only, confirm who will make decision that the references are satisfactory. Details of any additional selection action steps eg for Lectureship/Clinical lectureship posts confirmation of research standing of shortlisted applicants by relevant Director of Research. CRB check or full physical health assessment will be required for certain posts. Confirm at interview preparation meeting that these steps have been/will be taken at the appropriate stage. Details of any candidates which have applied under the Two Ticks scheme and (a) Were not selected for interview as did not meet essential criteria (b) Did meet essential criteria therefore will be interviewed. Confirm that all interviewees have been invited to request any adjustments or special assistance required at interview to support any disability needs. Provide details if any requests have been received. Review these applications and check with RSC that all necessary support is in place for candidates with disabilities attending the interview, and what this will be. 1.4 The Interview Interview Pack: to include: Full set of interviewees applications References if sought at this stage Copy of brief for non-interview assessment tasks Interview Record Form for each interviewee Read all information in advance of the interview preparation meeting. Further R&S Guidance

3 Chair Of the Interview Panel Action Checklist: 2. Pre-interview preparation meeting Attendees: Timing: All members of the interview panel Will require an absolute minimum of 45 minutes in advance of beginning the interviews. If this cannot be scheduled on the day of the interview, the recruiting dept./rsc should consider timetabling it on a different date in advance. This meeting is essential for effective interviewing. Action by Chair Outcome 2.1 Confirm methods of assessment Confirm with panel: a) the planned methods of assessment b) the contents of each assessment and the criteria to be assessed c) value weighting for each assessment d) the route for providing feedback to the panel on other tests e) the scheduling of the different sections Smoother, more efficient process. More objective decision-making. 2.2 Build a question framework with the panel For all interviewees: a) Agree a reasonable number of criteria questions which link to the essential/desirable criteria identified for the post and will obtain relevant information, test achievement and assess aptitude and potential. These are normally openended questions (i) who, what, why, where, when, how; (ii) scenario situations eg what would you do if ; (iii) behavioural/evidence focused questions eg tell us about a time when you.. These will form the backbone framework for each interview. It is worthwhile considering what the panel would consider a good answer to any question they set eg evidence of a certain skill or behaviour identified within the About the Job. Effective question framework to be used with each interviewee in place will cover both ability to do the job and any specific gaps/grey areas within the application All panel members clear on their role re. which criteria/specific questions they will lead on. All members of panel share responsibility to follow through with probing questions where interviewee s responses require further clarity.

4 Action by Chair Outcome b) Identify areas of specific interest for each interviewee which require further examination in the interview eg checking of facts, clarification or confirmation of details or gaps in their CV/application. These may often be closed questions as a clear/specific answer is required. Smoother, more professionally delivered interview which will be more effective at measuring a candidate s ability to undertake the role. c) Brief the panel to follow all predetermined questions through with probing questions as appropriate to the interviewee s response. d) It may be appropriate to use the opening question as a settling in question eg Tell us why you are interested in this post, following which you can move into targeted questions. d) Remind the panel to be aware of the context of responses and not to work on presumption eg working for a small organisation may actually lead to more responsibility and personal challenge than being part of a global one. Probe this with candidates as relevant. e) Agree who will ask which question in advance. Usually, subject/post specific questions are asked by the recruiting dept and more generic questions by colleagues from cognate depts. All members of the panel should pursue any issues they consider unresolved at any time via probing questions. f) Agree the amount of time each candidate will have and that the Chair will keep proceedings to time. Chair s checkpoint: Ensure final list of questions are fair, relevant to the role and will not discriminate on grounds of gender, trans-gender status, race, disability, age, religion or belief, sexual orientation. Remember, a criminal record is not an automatic bar to employment at UoS, but it may prevent appointment to certain posts, if so this would be made clear within the job details. 2.2 Confirm Access/Adjustment requirements a) Confirm which interviewees, if any, are being seen under the Two Ticks Scheme. If any are being interviewed under this scheme, consider the information that they have provided re. adjustments required. b) Confirm with recruiting dept that all candidates have been asked to identify any access/adjustment Necessary support in place for candidates with disability/access needs. Clarity re. who on panel will query support required in an open and supportive manner.

5 Action by Chair Outcome issues at invite to interview stage. c) If any requests have been received how will they be accommodated? d) For those candidates who have identified a disability/adjustment request, confirm who will ask questions regarding adjustments required to support the individual in undertaking the role. Chair may opt to do so. 2.3 Taking Notes Confirm with panel that all panel members will be expected to take brief notes about candidates to assist their decision-making. Advise members that interviewees have access to interview notes under the Data Protection Act and that all interview notes will be retained by the RSC following the interview. Enhanced decision-making action through effective prompt notes; all members aware of their responsibilities. Panel members may agree that when one member asks a question, it will be easier for the others on the panel to take more detailed notes as they are not speaking at that time. 2.4 Feedback responsibilities Confirm who will provide feedback to all interviewees post-interview. The content of the feedback will be agreed jointly, but the individual with this responsibility may wish to take some additional notes. Enhanced interviewee experience and UoS reputation, as feedback will be provided in a professional, constructive and helpful manner. 2.5 Confirm Logistics 2.5 (a) Environment Consider the physical environment of the interview room: Is the seating arrangement comfortable and inclusive? Will a fresh drink of water be made available for each candidate within the interview room? Is the temperature / ventilation and lighting of the room acceptable? Will interruptions or background noise be avoided? Do panel members have a view of a clock to avoid everyone having to furtively look at their watches? Enhanced interviewee experience; thoughtful and professional delivery of interview

6 Action by Chair Outcome 2.5 (b) Care of candidates Confirm: Who will be responsible for the greeting and care of candidates outside of the interview room before and after interview? How will candidate s waiting time will be managed eg waiting areas, access to drinks, toilets etc? Who will do their eligibility to work checks? How will their interview expenses claims be managed? Enhanced interviewee experience; thoughtful and professional delivery of interview and follow through action. 2.6 Briefing of Interview Panel In advance of beginning the interviews you may remind panel members that: The panel represents the University of Sheffield and must conduct its business with professionalism, integrity and in line with University policy The review of candidates will take place at the end of all the interviews, not between interviews. All members of the panel should be aware of the influence of their non-verbal behaviour on proceedings and maintain an interested, welcoming and measured approach. Reminder to all of role and responsibilities. Fairer, more reasoned approach to considering applicants Candidates have a more positive experience therefore should perform better. Further R&S Guidance

7 Chair Of the Interview Panel Action Checklist: 3. During the interview Role of Chair:to steer the interview towards an effective measurement of the interviewee s ability to do the post. Timing: Chair to ensure that the interviews keep to pre- determined timescales to ensure fairness to all candidates. Scheduling should be realistic and take into consideration movement between assessment tests etc. Action by Chair Main aspects 3.1 Opening the interview Welcome (stand up to greet the candidate and offer to shake hands if you are able to do to so) and thank candidate for attending Set positive tone with appropriate non-verbal communication eg encouraging expression, responsive listening, eye contact, leaving space for the candidate to answer Introduction of panel by name and job title Explain running order of interview and other assessment methods to be used Briefly confirm details of post being recruited to Confirm that the panel will take notes 3.2 Questioning Follow the predetermined question framework of opening (if using), criteria and specific questions Follow through with further probing questions when needed at any stage. 3.3 Questions from the Interviewee Offer the interviewee the opportunity to raise questions after the Interview panel has finished Invite members of the panel to respond as appropriate to their knowledge/expertise/experiences etc Do not be drawn into committing to anything at this stage eg sponsorship of a course if candidate was successful 3.4 Closing the interview Check from your notes that all areas where clarification was required have been met Offer panel the opportunity to ask any final questions on any areas not covered Provide outline of what will happen next re:. communicating the outcome of the interview, any further assessments etc

8 Action by Chair Main aspects Thank the candidate again for attending and say who will show them out of the building/back to the waiting area. 3.5 Inappropriate conduct during the interview In the unlikely event that any of the parties involved in the interview panel members or interviewee - should act inappropriately during the interview, eg use inappropriate language, make a discriminatory and/or offensive remark, the Chair should act immediately to remedy the situation. The details of the case will direct the necessary remedial action, eg if an inappropriate question was asked about personal issues, an immediate apology and re-focussing of the interview in to job related matters may be sufficient to resolve the issue. Advance planning will help eliminate the likelihood of inappropriate questioning. However, in an extreme case it may be appropriate to adjourn the interview and seek advice immediately from the Dept of HR. Further R&S Guidance

9 Chair Of the Interview Panel Action Checklist: 4. Decision Making Role of Chair:The Chair must set high standards re. transparency, professionalism and objectivity in assessing interviewees abilities to undertake a role. Timing: It is preferable to review candidates and their performances immediately after the interview process whilst the information is still fresh in the minds of the panel. Time to review and discuss should be timetabled into the interview planning. However, it is not essential that a recommendation for appointment has to be made on the same day as the interviews. Every appointment is a serious investment and the selection decision should not be rushed. Organising a further review meeting should always be considered an option and is preferable to making what could turn out to be a poor appointment. Essential steps Action by Chair Ensure judgement decisions are made on basis of fairness and relevance Encourage decision-making based on: a) ability to do essentials and desirable competencies of the job b) evidence obtained via the selection process in the application, interview and other forms of assessment c) transparency and objectivity Avoid decisions made on Snap judgements Prejudice Stereotyping and presumption Halo or horns effects Mirroring (selecting candidates in their own image ) Personalities rather than abilities Over-reliance on a single element in the selection process Information provided informally Advise the panel to rule out any opinion or recommendations which are made on these premises or similar. It is each panel member s responsibility to challenge their own personal prejudice and ensure that they are not acting in a discriminatory manner. Consider firstly the strengths and weaknesses of candidates across all the areas assessed, to ensure you have a balanced viewpoint and not bias due to high or low level performance in one area/criteria. Review all interviewed candidates on an individual basis Ensure each case is considered individually in full.

10 Essential steps Action by Chair Consider all elements of the assessment process Steer the discussion so that all factors are considered and results are not ignored/skewed due to perceived preference for a candidate rather than preference based in fact. All members of the panel should contribute Guide the discussion to allow for fair and open hearing of all members thoughts and opinions. Agree feedback for each interviewee Agree (i) constructive, factually based feedback as a group and (ii) confirm who will provide this information. If reaching consensus is proving difficult Reconsider the favourite candidates afresh against the essential/desirable criteria for the post. Consider reconvening to review the candidates again if the decision-making process has become heated or reached stalemate. If there is deadlock over 2 or more candidates, consider bringing them back for a further interview or additional assessment test. Despite efforts, if a consensus cannot be reached, the Chair has the casting vote on the final decision regarding who, or whether, to appoint. Decision-making should not be rushed Discuss with the panel if the decisionmaking process is being influenced/rushed due to external pressures - eg running out of meeting time for further discussion, external funding non-transferrable - and how to remedy this. Recommended appointee should be of the appropriate high standard Do not support the recommendation of an appointment unless you are fully satisfied with the quality of the selection process and the calibre of the individual to be appointed. Are you confident this appointee is a worthwhile investment?

11 Essential steps Action by Chair Safe retention of interview documentation All Interview Record Notes should be collected and passed to the RSC for storage (from October 2009 via scanning with all other recruitment information in e- Recruitment). The member with responsibility for feedback should retain her/his papers until they have given the agreed feedback to candidates, then return them to the RSC. Review of process Provide feedback on the panel s experiences of the selection process to the RSC/Dept of HR. This will help assist with the continuous enhancement of R&S activity. Further R&S Guidance