This guide takes you through what you have to think about before and during the recruitment process, starting from deciding what you need and where you are going to recruit through to the interview and the offer letter. It will also remind you that you must treat all candidates fairly and avoid discrimination - for example on grounds of their sex or race, age, sexual orientation, religion or belief, or because they have a disability.

1. Recruiting and interviewing
Table of contents
Recruiting and interviewing 2
Introduction 2
Writing a person specification and job
description 2
Where and how to find staff - advertising 3
Where and how to find staff - employment
agencies 4
Where and how to find staff - Jobcentre Plus and
government schemes 5
The application process 6
Drawing up a shortlist and inviting candidates to
interview 7
Preparing for the interview 7
Carrying out the interview 8
Using other selection methods 9
Helplines 10
Related guides on businesslink.gov.uk 10
Related web sites you might find useful 10
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2. Recruiting and interviewing
Subjects covered in this guide
Introduction
Introduction
When you take on new staff, identifying your
Writing a person specification and job requirements and planning how to fill your
description vacancy are important for ensuring you get
the best person for the job.
Where and how to find staff - advertising
This guide takes you through what you have
Where and how to find staff - employment to think about before and during the
agencies recruitment process, starting from deciding
what you need and where you are going to
Where and how to find staff - Jobcentre Plus recruit through to the interview and the offer
and government schemes letter. It will also remind you that you must
treat all candidates fairly and avoid
The application process discrimination - for example on grounds of
their sex or race, age, sexual orientation,
Drawing up a shortlist and inviting religion or belief, or because they have a
candidates to interview disability.
Preparing for the interview
Carrying out the interview Writing a person specification and
job description
Using other selection methods
Vacancies can't be filled successfully unless
Helplines the job has been accurately defined in the
first place. This is as helpful for you, the
Related guides on businesslink.gov.uk employer, as it is for potential candidates.
Think about what skills, knowledge and
Related web sites you might find useful
experience you are looking for.
Writing a job description
Preparing a job description is not a legal
You can find this guide by navigating to: requirement but it can be useful for deciding
the scope of the work, advertising the job,
Home > Employing people > Recruitment and clarifying what applicants will have to do
and getting started > Recruiting and in the job. It can also help to assess a new
interviewing recruit's performance and determine training
needs.
A job description should include:
• the job title
• the position in the company,
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3. Recruiting and interviewing
including the job title of the person to
whom the employee will report and of company.
those who will report to them, if any
• the location of the job For listed companies, the Financial
• a summary of the general nature and Reporting Council's Combined Code on
objectives of the job Corporate Governance recommends that a
• a list of the main duties or tasks of nominations committee should oversee the
the employee recruitment of new directors.
The person specification
Where and how to find staff -
A person specification is not a legal
requirement but will be useful when writing a advertising
job advertisement and defining the qualities To find staff, you can advertise in national,
you are looking for in a candidate. Include regional, local or trade press or one of the
the knowledge, experience and skills you many UK internet job sites, or use an
would like them to have, separating those employment agency or Jobcentre Plus to
which are essential for the job from those recruit for you.
which are desirable. It's essential not to
discriminate - see our guide on how to
prevent discrimination and value Advertising your vacancy
diversity. Think about who you want to read the
advertisement, how long it should run, how
Managers fast you want a response and how much
you want to pay. Options include:
If you are recruiting a manager, you should
identify what level of responsibility they will
hold and draft the job description to reflect • newspapers and magazines - they
that. can reach specific audiences within a
sector or locality
• internet sites - they can reach a wide
The recruitment process should be audience quickly, and some have a
structured to help you identify the candidate database of candidates that you can
most able to do a job at this level, eg search
whether they demonstrate leadership and
strategic thinking.
Check the costs - Internet sites can be
Directors (executive and non-executive) cheaper than advertising in a newspaper -
and time the advertisement carefully, eg
The first directors are appointed when the avoid holiday periods. Remember to plan
company is registered. Subsequent how you will deal with responses.
directors should be recruited using a
transparent and merit-based approach. A good job advertisement should:
Make sure you select a director on the basis • be concise but give enough
of merit, and not because of personal information so candidates can decide
relationships or share ownership in the whether to apply, eg gives the
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4. Recruiting and interviewing
location and pay range
• clearly state the skills and experience Where and how to find staff -
needed based on your person
specification and job description employment agencies
• be attractively designed
• be non-discriminatory If you decide to use an agency you should
• explain how the applicants should agree fees - including advertising costs -
respond to the advertisement, eg by and terms before you appoint. Be clear
sending a CV or completing an about whether you want to recruit a
application form permanent or temporary worker and the
• include a deadline for responses length of time needed.
Employment agencies Agencies have databases of candidates
and can advertise on your behalf. If you do
Employment agencies have databases of not appoint, you do not usually have to pay
potential candidates and can advertise on a fee.
your behalf. See our page in this guide on
where and how to find staff - employment What to tell the agency
agencies.
• Name and nature of your
Jobcentre Plus and government organisation.
schemes • Date of work commencement and
duration.
Jobcentre Plus provides the same services • Position and type of work.
as an employment agency but at no direct • Location, and terms and conditions
cost to employers. Jobcentre Plus also of the job.
manages government schemes, offers • Risks to health and safety known to
advice and may be able to provide financial you and preventative measures.
support for employers taking on staff. See • Experience, training, qualifications
our page in this guide on where and how to and any authorisation needed or
find staff - Jobcentre Plus and required by law or any professional
government schemes. body.
• Expenses payable by or to the
Other sources worker.
• Length of notice the worker would
These include: give or receive.
• Selection criteria.
• colleges and schools • Whether your company name should
• internal noticeboards be used in advertisements in the
• word of mouth early phases of recruitment.
• headhunters and recruitment
consultants Advantages of using employment
• local advertising, eg newsagents or agencies
outside your own premises
• local radio • It saves time.
• You can try out temporary workers
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5. Recruiting and interviewing
before employing them permanently.
However, you may need to pay a fee Jobcentre Plus brings together benefits,
if a transfer from temporary to help and jobseeking services previously
permanent takes place. delivered separately through Jobcentre and
• There is no temporary to permanent Social Security offices.
transfer fee if you employ the worker
on a permanent basis eight weeks The Jobcentre Plus service for employers
after the temporary contract has operates in the same way as employment
ended or 14 weeks from the start of agencies, but is provided at no direct cost to
that contract, whichever is later. employers. With access to a large pool of
• The agency will pay the temporary job-ready candidates, Jobcentre Plus can
workers and take care of tax issues. help employers find the right person quickly.
• Often you can get a rebate for Sometimes you can arrange for a work trial
unsuitable candidates (within before taking someone on.
specified time periods) or be
provided with another candidate. You can call Employer Direct provided by
• It preserves anonymity when Jobcentre Plus on Tel 0845 601 2001 to
recruiting for sensitive jobs. advertise your job and you will be helped
with your recruitment by a vacancy service
Disadvantages of using employment manager or an account manager. They can
agencies offer advice on the local labour market and
the best way to fill your vacancy. You can
• Lost time if they are not able to find a also email your job vacancy to Employer
suitable candidate. Direct online via the Jobcentre Plus
• Expensive - you may have to pay an website - Opens in a new window.
agency up to 30 per cent of the
employee's annual salary (or
equivalent for temps). Jobs will be posted on the Jobcentre Plus
• Temporary workers who work on an website within two hours of receipt. Your
obvious ongoing basis may be vacancy will also be shown on the
regarded as your employees. This touchscreen Jobpoints - used by more than
may be important in tribunal cases. 1.5 million customers looking for work each
week.
How to complain about an agency
Jobcentre Plus may also offer extra
You can complain about the conduct of services, for example:
an employment agency at the
Department for Business, Innovation & • use of interview rooms
Skills (BIS) website - Opens in a new • help with sifting applications
window. • job fairs
Government support for employers
Where and how to find staff -
Jobcentre Plus and government Jobcentre Plus can provide advice and
financial support for employers and
schemes employees, including information and advice
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6. Recruiting and interviewing
on good employment policies and practice in to fill in and have clear instructions.
recruitment, retention, training and career • You pay the cost of producing and
development of disabled people as well as sending them out to applicants.
help with redundancies. • A form can put some applicants off.
New Deal is delivered by Jobcentre Plus What to include in an application form
through its network of Jobcentres and
Jobcentre Plus office around the country. • Name and address of organisation.
Under New Deal you may be able to get • Job applied for.
financial support for taking on a new • Name, address, telephone numbers
employee and training them. and email address of candidate.
• Educational and professional
qualifications.
You can also search our Grants and • Work experience.
Support Directory of grants, subsidies • Other relevant information and skills,
and advice. eg languages, clean driving licence.
• Names and addresses of referees.
The application process Be careful to avoid possible discriminatory
You must make it clear in your questions, eg asking them to indicate if they
advertisement, or your brief to the have childcare responsibilities. See our
recruitment agency, how you want guide on how to prevent discrimination
candidates to apply. You can get information and value diversity.
on applicants by:
You may wish to ask for additional
• providing an application form - information, eg leisure interests.
designed by the employer or bought
from a stationery supplier Registered employers in Northern Ireland
• requesting a CV with a covering with more than ten full-time employees have
letter or email - a brief account of the a legal duty to monitor the composition of
person's education, qualifications their workforce and of those applying to fill
and previous work experience vacancies. Download a guide to
monitoring your workforce and
Advantages of application forms applicants in line with fair employment
regulations from the Equality
• You can decide exactly what Commission for Northern Ireland website
information you need to know. (PDF) - Opens in a new window.
• It is easy to compare the skills and
experience of different applicants. Advantages of requesting CVs
• You can re-use the form for future
vacancies. • There's no need to produce and
send out a form to every applicant.
Disadvantages of application forms • You can tell something about
candidates' abilities by the way they
• They are time-consuming and can be present their CV.
tricky to design as they must be easy
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7. Recruiting and interviewing
• A covering letter can give you a hint candidates, then you could weigh
of their suitability for the job. them up against the desirable
qualities you are also looking for.
Disadvantages of requesting CVs • Don't discriminate against applicants
on the grounds of sex, race, age or
• It is much more difficult to compare disability, sexual orientation, religion
the skills and experience of different or belief - see our guide on how to
candidates than it is using a standard prevent discrimination and value
application form. diversity.
• Gaps in education or work can be • Ensure you are consistent in the way
hidden more easily. you use personal data to draw up the
shortlist.
• Get more than one person to compile
Drawing up a shortlist and inviting the shortlist to avoid possible bias.
candidates to interview
Inviting candidates to interview
When you have the replies to your
advertisement: Invite the most suitable candidates for
interview by letter, telephone or email - for
the last two, confirm arrangements in
• compare applications against a job writing.
description and person specification
outlining the skills and experience
you need You should say:
• eliminate applicants who do not have
the basic requirements for the job • when, where and how long the
• draw up a short list - a list of interview will be
candidates to interview - based on • how to get there - provide a map if
the applicants who most closely necessary - and whether you will pay
match your needs travel expenses
• consider notifying candidates who • what documents the candidate
you will not be inviting for interview should bring
• who the candidate should ask for on
How do I make a shortlist? arrival
• the names and job titles of the
• Include only the number of applicants people conducting the interview
you will have time to interview - • if there will be a test to take, or a
usually no more than three to four presentation and if so, its type and
people a day. Allow time for duration
preparation and discussion before
and after the interview. You should also ask candidates to tell you if
• Draw up a table listing each they have any special needs that you will
candidate against the essential need to cater for.
requirements of the job. Those that
meet all the essential personal
criteria could form your shortlist.
• If there are too many possible
Preparing for the interview
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8. Recruiting and interviewing
• Make sure that the interview room is
The more preparation you do for the properly prepared, with drinks and
interview, the easier it will be for both you stationery available.
and the candidate. • It's best not to hold the interview
sitting behind a desk, or use a higher
Plan the questions chair than the person being
interviewed - sit at a round table if
• Use information from the candidate's possible.
application form or CV to prepare a • Find out if a candidate has any
set of questions. special needs before they arrive.
• Look for any gaps in education or • Make sure there will be no
employment, or things that don't interruptions, for example, switch off
seem to add up. mobile phones.
• Beware of possible discrimination in • Brief other members of staff, such as
the questions you ask, which could receptionists, to expect the
mean you miss the best candidate candidate.
and may be unlawful. See our guide • Allow enough time for the interview
on how to prevent discrimination so you don't have to rush.
and value diversity. • Come to each interview with an open
• Know the job description and person mind.
specification really well so that your
questions help you compare
candidates.
• If two or more people are
Carrying out the interview
interviewing, decide who will deal Prepare your questions in advance of the
with what topics. interview. Your aim is to get quality
• Think about what information information from the candidate so you can
candidates may want about the job assess them fairly and fully against your
and your organisation. needs.
Prepare some open-ended questions - ones • Welcome the candidate - try to put
which need more than a 'yes' or 'no' to them at ease.
answer - to ask all candidates, for example: • Introduce yourself and other people
present.
• What were/are your main • Explain the structure of the interview.
responsibilities in your • Outline the company background
previous/current job? and role, and where the job fits.
• Why did/do you want to leave your • Encourage the candidate to talk
previous/current job? about how their skills and experience
• Where do you see yourself in five apply to the vacancy.
years' time? • Ask open-ended questions - ones
• Looking back at your career, what that cannot be answered with a yes
would you have done differently? or no.
• Allow the candidate time to think and
Making arrangements for the interview speak.
• Keep control of the interview. If you
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9. Recruiting and interviewing
feel the candidate is going off-track,
turn the conversation back to the • practical tests
information you need. • psychometric tests
• At the end of the interview, ask the • assessment centres
candidate if they have any questions. • biodata
• Inform them of the next stage in the
recruitment process, eg appointment, Tests can be done before or at the time of
second interviews, tests and the the interview, but should not be used as the
estimated timescales. sole method of candidate selection. Keep in
• Thank the candidate for their time. mind that such tests could also be unlawful
if they discriminate against candidates of a
Keeping records of the process particular race, sex or age or who have a
disability.
• Back up interviews with a detailed
record of the procedure, written as You should use such tests only if they are:
soon as possible after the interview.
• Only record what has been said in
the interview and how the selection • relevant to the job
decision was made, not your beliefs • well designed
or thoughts about the candidate.
• Be aware that candidates who later When thinking about using any kind of test,
make a complaint to an employment you should also weigh up the benefits
tribunal have the right to ask for against the costs of organising them.
copies of any notes made during the
interview, and that you may need Practical tests
them for defending any possible
discrimination case relating to the These test ability and are usually done for:
process.
• manual jobs - trade skills
Only record or keep personal data after an • secretarial jobs - word processing
interview if it is necessary and relevant to skills
the recruitment process, or in respect of a • those working in call-centres or in
discrimination challenge. Data that is kept telesales - telephone skills
should be securely stored. Download a
guide for small businesses to the Psychometric tests
Employment Practices Code from the
Information Commissioner's Office (ICO) Psychometric tests can be useful when
website (PDF) - Opens in a new window. choosing a candidate from a group of
people who do not have easily comparable
skills or experience. They are more likely to
Using other selection methods be used when a manager is being sought.
Psychometric tests can be used to measure
As well as interviewing, there are other ways intelligence, personality or aptitude for
to select the best candidate. Options specific tasks, such as:
include:
• reasoning/problem solving
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10. Recruiting and interviewing
• decision making
• interpersonal skills 0800 917 2368
• confidence
Equality and Human Rights Commission
You should bear in mind that these tests: Helpline - England
• are not always a good indicator of 0845 604 6610
future performance
• should not be used unless there is a
proven need and a suitably qualified Equality Direct Helpline
person to administer them
0845 600 3444
• often require a fee when you use
them
Assessment centres Related guides on
These are generally used by large businesslink.gov.uk
organisations, particularly when making
senior appointments. Individual and group Use our interactive tool to check your
exercises take place, sometimes over a few legal responsibilities when taking on new
days, often including an interview, staff | Manage your personal list of
psychometric tests, group discussions and starting-up tasks with our Business
tasks, written exercises and presentations. start-up organiser | Use our interactive
They can be expensive and tool to help you comply with the law
time-consuming. when taking on staff | Prevent
discrimination and value diversity |
Biodata Employment status | Flexible working -
the law and best practice | Taking on
This test takes the form of a multiple-choice staff - the options | Recruiting directors |
biographical questionnaire and is more likely Develop your management team |
to be used by large organisations. Take care Operate a year-round PAYE system |
not to breach data protection or National Insurance: the basics |
discrimination laws. See our guides on how Recruiting and employing disabled
to prevent discrimination and value people | Privacy and data protection in
diversity and comply with data direct marketing |
protection.
Related web sites you might find
Helplines useful
Acas Helpline See the guidance notes on recruitment
08457 47 47 47 and induction on the Acas website -
Opens in a new window
Pay and Work Rights Helpline Download guidance notes on sexual
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11. Recruiting and interviewing
orientation and the workplace from the
Acas website (PDF) - Opens in a new
window
Download guidance notes on religion or
belief in the workplace at the Acas
website (PDF) - Opens in a new window
Employment agency standards on the
BIS website - Opens in a new window
Recruitment advice on the Recruitment
and Employment Confederation website -
Opens in a new window
Find out about putting equality into
practice at the Equality and Human
Rights Commission website - Opens in a
new window
Equal opportunities and business law
courses on the learndirect business
website - Opens in a new window
Download advice on keeping
employment records in the Quick Guide
to the Employment Practices Code on
the ICO website (PDF, 1813K) - Opens in
a new window
Psychological testing advice on the
British Psychological Society website -
Opens in a new window
Chartered Institute of Personnel and
Development (CIPD) - Opens in a new
window
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