7. Create hiring team

8. Testing or presentations required

10. Discuss possible internal candidates

11. Candidate pool/database

12. TA sourcing and cold calling

13. Team sourcing and networking

15. Key competencies required

16. Selling points of the role

17. Candidate requirements

24. Carefully chose an interview team that will stay intact throughout the entire interview process so you can compare candidates with a consistent baseline.

25. Assign each member one or two interview topics based on the qualifications and experience defined in the Job Description.

26. Make sure the team collectively gains essential information while avoiding duplication of questions.

30. Focal must be met for the previous 2 assessments

31. Employee must inform current manager of interest in transfer prior to application.

35. Be familiar with CV, cover letter & job specification

36. Ensure you bring a print of:

37. CV

38. Job Description

39. Formulate the questions you will ask during the interview and the order in which you will ask them

40. Be punctual!

41. Offer water/drink, point out fire exits and try to make the candidate comfortable

47. What was candidate’s role in the situation?

48. Who was involved?

49. How did the candidate act?

52. These are sometimes referred to as ‘Soft Skills’ as opposed to the technical skills also required in many roles.

53. Some examples would be: Communication, Team Working, Analytical Thinking, Detail Orientation, Creativity and Initiative.

54. There are numerous competencies applicable to most roles but try to focus on the 4 or 5 priority competencies (otherwise interviews could last several days).

55. Identify which competencies to focus on by looking at the role profile in detail and from the available list, identify the key strength areas required.

59. We are not looking for hypothetical scenarios but real situations from any of the candidate’s previous roles.

60. These questions are typically phrased – “Tell me about a time when…” or “Give me an example of a situation where you…” rather than “what would you do…”

65. If the candidate struggles to come up with a suitable example situation immediately, give them time, then give them some more time. They will come up with something.

66. If they say they can’t think of an example, tell them that we can come back to it later – but don’t forget to go back to that question later.

67. It is important to delve a little deeper and extract as much information as possible: So follow on question may include:

68. Why was this necessary?

69. How did you incorporate this into your thought process?

70. What information sources did you use?

73. It is not necessary to transcribe the entire conversation but to make notes that you can refer to later that provide the evidence that the candidate has demonstrated competence in that skill.

74. It is OK to make notes as the candidate is talking but probably best to avoid typing into a laptop or PC.

75. Be careful when candidates give answers that refer to ‘we’ rather than ‘I’.

76. We all often work in teams but it is important to get an understanding of what that individual’s contribution was.

77. People who constantly talk about ‘we’ are less likely to have been responsible for those actions.

78. Score the candidate against each of the competencies that you explored.

79. A 1-5 scale is a common tool; 1 being ‘showed little or no evidence of competence’ through to 5 being ‘demonstrated in-depth evidence and strong examples of competence’.

82. Criticise what the candidate says

83. Assume what the candidate will answer

84. Turn up late for the interview

85. Ask for information already answered through the CV

86. Use your blackberry, phone or laptop!

88. Communicate with the candidate and maintain eye-contact

89. Always listen to the candidate and concentrate on what they are saying

90. Make notes, but without loosing your communication with the candidate

94. Remember that ignorance is not a defence within the law

95. Make sure that you use objective, fair and measurable criteria

96. Avoid questions which are based on stereotyped views of people and avoid personal questions

97. Relate all questions to the requirements of the job

98. Keep records of interviews which indicate why candidates were rejected with relevant, comprehensive and objective details

99. Your records should include those who were rejected before and after an interview, and you should retain your handwritten records for at least nine months