Selection techniques

Selection involves two key stages: shortlisting and assessment. It follows recruitment, and refers to finding and hiring the right person for the job.

There is a whole range of different techniques to help screen and shortlist the candidate pool, with the aim of identifying the individual most suitable for the vacancy, and with the greatest potential for progression.

With this in mind, steps must be taken to treat all candidates fairly along the way and actively avoid unconscious bias or discrimination (read more about this on our blog here.) Read on for everything you need to know about selection.

Testing

Skills tests are the most reliable, objective and cost-effective selection tool to gauge a candidate’s skills — both soft and technical — as well as their ability to perform a role well.

The benefit of this method compared to others in this post, is that the results provide an objective view of a candidate’s competency to complete the job, rather than how they describe themselves (like in an interview or on their CV) or how they are described by others (as is the case with reference checks).

Examples of different talent assessments include:

• Psychometric and personality tests (based upon ability, intelligence, motivation, personality type and interests)
• General mental ability assessments
• Integrity assessments
• Technical knowledge tests
• Situational judgment tests
• Skills assessment tests

To decide which type of test is best for the role you’re hiring for, start by defining your goals and needs, then the skills you wish to evaluate, followed by the characteristics of your ideal skill assessment tool. You may wish to ask candidates to perform a job simulation exercise, such as a mock sales call, presentation or writing assessment. These can be completed in their own time from the comfort of their own homes, enabling candidates to perform and carry out the assessment comfortably.

Interviews

Structured interviews are another effective method of selection. Start by curating a list of questions related to the job description, and the experience or skills a candidate will need to be successful. Those appointed to conduct the interview, for example a line or HR manager, should ideally be trained in how to ask appropriate questions and will score the candidate on how they answer each set.

Think about whether it should be an individual or group interview and whether it will be held in person (at your premises for example) or virtually via video call. The benefits of a virtual interview rather than face-to-face, ensures it is COVID-secure, it is more accessible for the interviewee, therefore helping them to feel more comfortable, and it is also more time and cost-effective.

Tools to assess culture fit

As well as finding a candidate whose background matches the job requirements, it is also important to know if they are a culture fit for your business. Start by assessing what your culture is like. Conduct an audit with current staff members, to gather their thoughts on day-to-day life, processes and their experiences within your working environment. Ask them questions such as: ‘how do you feel we communicate here?’ or ‘what is our meeting style like? Is it light-hearted or serious?’

Also, think carefully about the different types of people who have been particularly successful within their roles, and the personality traits they possessed. This will help you identify if there any common themes. Once you better understand your business culture, it will be easier to select someone whose character aligns with it.

Be certain about what you are looking for in a candidate beyond just the job description – do they need to be a team player or effective communicators? What sort of mindset are you looking for? Should candidates be able to perform well within a fast-paced environment?

Utilise selection techniques as an opportunity to find out more about a potential candidate’s personality and work style, to see how they will fit within the rest of your team. If you are hiring for a member of senior management, what is the ideal leadership style you seek? Someone who will maintain the status quo, or someone who will mix things up?

Submit an enquiry via our online form today to find out how we can help your business, or call 07771642182 to book a 30 minute consultation with Karen directly.

Visit the GOV website for more employment advice. 

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Setting up an interview

If you’re embarking on the recruitment process and have decided that an interview is your selection process, you must now decide how you wish to conduct them:

• Will they be held face-to-face or virtually via video call?
• Will candidates be required to present any tasks or a presentation?
• How many people will be leading the interview and what are their job titles?
• Will it be a one-to-one or group format?

Once you’ve whittled down applications and invited prospective candidates to interview, be courteous by providing this information ahead of time to allow interviewees to prepare. If the interview is to be held at your HQ for example, make sure the room is well-lit and inviting, and adheres to all current social distancing and hygiene regulations to ensure it is COVID-secure.

What’s equally as important, does a candidate require any accessibility measures in place? (for example, a British Sign Language interpreter or extra time to answer questions) Do they have a time or date preference? Finalising such details prior to meeting will ensure a professional and positive experience for both you and the interviewee.

Unconscious bias

When selecting candidates for interview, in order to remain objective, it is important to be aware of the risk of unconscious bias. This makes us naturally gravitate toward those with similar interests and ideas. Also known as implicit bias, this notion refers to the automatic, preconceived social ideas, stereotypes or prejudices about an individual or group that affects how we communicate with them. It can apply to a variety of factors, including race, age, gender or sexual orientation, and can be extremely damaging when it comes to hiring staff.

While a candidate may possess the requisite criteria, internalised preconceptions could affect the decision-making process when it comes to shortlisting them. Learning to recognise and address this way of thinking in the first instance is the first step to eliminating it and ensuring a diverse, inclusive workplace.

To tackle unconscious bias, once you have recognised a negative thought pattern, address it straightaway by asking yourself: ‘is this opinion exactly true?’ ‘what proof do I have?’ addressing those ideologies will raise awareness in yourself and others going forward. You could also incorporate diversity training techniques into your training programmes to educate your workforce and ensure biases can be recognised and eradicated going forward.

Tips for the interviewer 

As the skilled interviewer who will lead the conversation, making sure you are well prepared is critical to ensuring a professional representation of your company. Practice is recommended but try not to sound robotic in your delivery of questions. A potentially high-pressure experience, it is important to make the candidate feel comfortable. Create a safe, relaxed environment — this will increase your chance of hiring well. Small gestures like offering a glass of water will help them feel at ease in your presence and improve the chance of them confidently showcasing their suitability.

As the conversation progresses, the interview may naturally head a little off course — so it is important to be flexible — but stay mindful of structure to ensure you leave with all the information you need. Which creative, niche, communicative or interpersonal skills must they possess to be successful within the role? Being well-informed of the job responsibilities and benefits will also help you answer any potential questions they may have.

Interview techniques

Consistency is key. Ask every candidate the same set of open-ended, relevant questions; this will help you collate and compare the best answers when it comes to the selection process.

While an interview is not just a one-sided conversation, avoid controlling the meeting and talking too much about yourself and your experiences within the company. The candidate will expect (and deserves) adequate time to showcase their accomplishments, so make sure they have the chance to do that.

Following-up

When the time comes to select the successful candidate, it is good etiquette to provide interview feedback to those who were not selected. Be sure to thank them for their interest. It is never easy breaking the news they didn’t get the role, but constructive, relevant feedback will give them confidence for future applications and a positive view that your company treats people with respect. This feedback can be sent via email, letter or phone call depending on how far they make it through the interview process.

Submit an enquiry via our online form today to find out how we can help your business, or call 07771642182 to book a 30 minute consultation with Karen directly.

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