Microsoft Word - HR Manual-Recruitment and Selection

March28, 2011

This document was produced for review by the U.S. Agency for International Development (USAID). It was prepared by

AECOM. The authors’ views expressed in this document do not necessarily reflect the views of USAID or the United States

Government.

Legislative Strengthening Program

HUMAN RESOURCES STAFF MANUAL

FOR RECRUITMENT AND SELECTION

March 2011

Contract No. 263-I-03-06-00015-00 (REDI Task Order No. 3)

Legislative Strengthening Program

Contract No: 263-I-03-06-00015-00

REDI Task Order No. 3

USAID/Iraq SO10: Capacity of National Government Institutions Improved

Program Area: Good Governance

Program Element: GJD 2.1- Legislative Function and Process

HUMAN RESOURCES STAFF MANUAL

FOR RECRUITMENT AND SELECTION

March 2011

Submitted by:

AECOM

2101 Wilson Boulevard, Suite 700

Arlington, VA 22201, USA

T: +1.703.528.7444

www.aecom.com

In association with:

Management Systems International

DISCLAIMER

The authors’ views expressed in this publication do not necessarily reflect the views of the U.S. Agency for International

Development (USAID) or the United States Government.



The COR - Human Resources Staff Manual – Recruitment and Selection

Contents

1. Recruitment and Selection Policy and Procedure ...................................... 4

2. Identification of a vacancy ......................................................................... 8

3. The Legal Framework ............................................................................... 8

4. Role of the Recruiting Manager ................................................................. 9

5. Job Analysis ............................................................................................ 10

6. Job Descriptions ...................................................................................... 11

7. Person Specifications .............................................................................. 11

8. Advertising the Post ................................................................................ 17

9. Managing Paperwork .............................................................................. 18

10. Short-listing .............................................................................................. 18

11. Selection Tests ........................................................................................ 19

12. Interviews ................................................................................................ 20

13. The Job Offer ........................................................................................... 26

14. Checks .................................................................................................... 26

15. References .............................................................................................. 28

16. Employment Contract .............................................................................. 29

17. Checklists and Templates ....................................................................... 29

- Recruitment & Selection Checklist ........................................................ 30

- Recruiting Manager’s Checklist ............................................................. 32

- Job Vacancy Form ................................................................................ 34

- Job Analysis Questionnaire ................................................................... 35

- Job Description template ....................................................................... 36

- Person Specification Template .............................................................. 40

- Person Specification Example – Media Assistant .................................. 41

- Interview Panel Member Checklist ........................................................ 42

- Guidance on questions at Interview ...................................................... 42

- Template - Guide to Scoring- Short-listing ............................................ 47

- Template - Guide to Scoring- Interviews ............................................... 49

- Interview Evaluation Form ..................................................................... 50

- Interview Panel Decision Sheet ............................................................. 51

- Template - Reference Request Letter ................................................... 53

- Template - The Offer Letter ................................................................... 54



The COR - Human Resources Staff Manual – Recruitment and Selection

1. Recruitment and Selection Policy and Procedure

Policy

1. Purpose

1.1. This policy sets out the COR’s commitment and approach to

recruitment and selection. The COR is committed to a policy of treating

all its employees and job applicants equally and to recruit the most

qualified person for each vacancy.

1.2. No employee or potential employee shall receive less favourable

treatment or consideration during recruitment and selection by way of

tribal origin/religious belief, gender, maternity/pregnancy, age,

disability, or will be disadvantaged by any conditions of employment

that cannot be justified as necessary on operational and/or technical

grounds.

Related policies and procedures

1.3. This policy is to be read in conjunction with the COR’s equality and

diversity policy. No decisions regarding recruitment or selection should

be made by a person who has not read and understood this policy or

without the involvement of the Human Resources (HR) department.

Scope

1.4. This policy is applicable to the recruitment and selection of all

employees engaged to provide services for the COR, irrespective of

whether such a contract is for a temporary or fixed term or is of a

permanent duration. The policy will be made available to all employees

and applies to both internal and external recruitment.

Policy statement

1.5. This policy seeks to ensure that the best candidate is chosen for each

job vacancy. Existing employees will be invited to apply for transfer and

promotion opportunities wherever possible.

Principles

1.6. The following principles will apply whenever recruitment or selection for

positions takes place:

 Individuals will be screened against the job requirements as laid

out in the job description and person specification.

 Any qualifications or requirements applied to a job that have or may

have the effect of inhibiting applications from certain groups should

only be retained if they can be justified in terms of the job to be

done.



The COR - Human Resources Staff Manual – Recruitment and Selection

 Voluntary information on sex and disability will be collected in order

to monitor the numbers of applications from different groups. This

information will not be used in the selection process or for any

other use other than this purpose.

 Any selection tests should be specifically related to job

requirements and should measure the person’s actual or inherent

ability to do or train for work.

 Any selection tests should be reviewed regularly to ensure they

remain relevant and are free from bias, either in content or in the

scoring mechanism.

 All recruiting personnel and HR team members taking part in

recruitment and selection will have been trained in interviewing

skills.

 Written records of interviews, reasons for decisions made at each

stage of the process and reasons for appointment or

non-appointment should be kept by HR for six months. Records

should then be disposed of confidentially.

 Short-listing and interviews will assess candidates against job-

related criteria only.

 All information held about a candidate must be used only for the

purpose for which the information has been collected.

 All candidates will be asked at the first interview stage to provide

documentary evidence of their right to work in Iraq. The HR

department will provide a full listing of what documentation is

acceptable.

 Reasonable adjustments should be made to reduce any

disadvantage faced by disabled people in making an application in

response to an advertisement.

 The recruitment and selection process for disabled candidates

should take into account such adjustments to working

arrangements or physical features of the work

place/station/premises as are reasonable to accommodate their

needs and be such that they are not placed at a substantial

disadvantage compared with non-disabled candidates.



The COR - Human Resources Staff Manual – Recruitment and Selection

The Recruitment Process

Fairness and Transparency

1.7. As the COR symbolizes Iraq’s democracy it is therefore, crucial that the

whole of the recruitment and selection process is open, transparent,

inclusive and that candidates are clearly selected on merit only. It is

also important that the recruitment and selection process is applied

consistently across the COR and in the provincial offices.

1.8. Where any decision is made as to whom to shortlist or appoint, the

principle of equality must prevail and the gender, tribal origin/religious

belief, marital status, if a women is pregnant or age of the applicants

under consideration must play no part.

1.9. The recruitment process should be followed in accordance with the

following steps:

 Authority to recruit must be granted by the appropriate Director

General before advertising a vacancy.

 A job description should be produced with full details of the

position, tasks, reporting line, responsibilities of the job-holder and

number of subordinates, if applicable. The skills, experiences and

qualifications of the jobholder should be laid out in the person

specification.

 Job advertisements will be based on the job and person

specification. Internal vacancies will be posted on the Intranet and

other forms of internal communication. For external positions a

variety of advertising mediums will be used. Positions may be

simultaneously advertised internally and externally.

 All external applicants will be pre-screened by the HR department.

 All applicants that meet the specified criteria will be sent to the

relevant recruiting manager. Internal applicants’ details will

automatically be sent to the recruiting manager.

 Prior to the interview candidates will be provided with information

about the COR, the job description and person specification and

any other relevant information.

 All interview panels should consist of at least two or three

interviewers, including the recruiting manager and ideally a

member of HR.

 Each interviewer should complete a scoring grid for each candidate

in the interview debrief, recording a scoring level between 1–5 in

ascending order of excellence.



The COR - Human Resources Staff Manual – Recruitment and Selection

 All interview documentation must be returned to the HR department

for secure storage. Only those that require access for specific and

authorised purposes will be able to access this information.

 Upon selection of a suitable candidate, the recruiting manager will

liaise with the HR department to identify the appropriate starting

salary. The HR department will handle all offers to successful

candidates. Under no circumstances should recruiting managers

offer or infer to a candidate the outcome of the selection process.

 The appropriate Director General and Senior Director of Human

Resources must approve all offers made to successful candidates.

 All offers are subject to two satisfactory references, medical

clearance, a check on relevant qualifications and possession of an

Iraqi ID number. HR will apply for and verify all references, which

will be requested once applicants have indicated acceptance

(subject to the conditions highlighted above).

 References will ideally come from current and/or previous

employers, if applicable. If the references or medical clearance are

not satisfactory, the offer may be revoked.

 Induction of new employees will start as soon as a candidate

accepts a position. HR will send out a copy of terms and conditions

of employment and all related new starter forms that need to be

completed. All new starters will receive a timetable for their

successful induction into the COR.

Appeals procedure

1.10 Employees who have concerns about any aspect of this policy or its

operation should consult the COR’s Grievance Policy and Procedure.

Last updated: (insert date)

Date of next review: (insert date)



The COR - Human Resources Staff Manual – Recruitment and Selection

RECRUITMENT AND SELECTION PROCEDURE

All recruiters should follow the procedure set out below and any deviation

should be agreed with the Senior Director of Human Resources:

2. Identification of a vacancy

2.1. Whenever a manager identifies a vacancy they have to follow the steps

set out below:

 Inform their line manger and/or the appropriate Director General to

gain approval to fill the vacancy

 Fill in the Job Vacancy Form–Section 17, page 33

 Send the Job Vacancy Form to Human Resources

This is the first alert to the HR Department that a vacancy exists.

2.2 HR will contact the manager and assist them in drafting the Job

Description and Person Specification.

2.3. This is also an ideal time to examine the role and responsibilities of the

job and to change anything that is redundant or needs to be developed.

This is called a job analysis and every time a vacancy occurs the

manager with the help and support of HR should carry out this

exercise.

2.4. Job analysis is an evaluation of the role, not the person doing it. A job

evaluation scheme should be a fair system, understood by and

communicated to employees. It should be transparent, and reviewed

regularly to ensure business needs of the COR continue to be met.

2.5. First, HR needs to arrange a meeting with the line manager and

anyone else who is appropriate and together make a list of all the

tasks, duties or responsibilities that the job-holder has to carry out. The

list can then be refined and this forms the basis of the job description

and person specification. Every time there is a vacancy a job needs to

be reviewed.

3. The Legal Framework

3.1 Set below are the main set of laws and regulations that impact on the

recruitment and selection function:

 Civil Service Law Number 24, 1960

 Health and Invalidity Law, no. 11, 1999

 The New Retirement Law, 2006 – the normal retirement age is 63

years unless extended by the appropriate Minister



The COR - Human Resources Staff Manual – Recruitment and Selection

 Political Dismissal Law

 Salary Structure for Employees. Law 22 2008

3.2. Civil Service Recruitment Law:

Before employment is offered all candidates have to comply with the

following:

(A)

 Must be at least 18 years of age

 Must hold an Iraqi identification number

 Must pass a medical and health check

 Must pass a criminal record check

3.3. Prior to the appointment of a candidate, the organization has to comply

with the following:

(B)

 There must be an open job vacancy

 There must be a specific financial allocation for the post

 The potential employee must be assigned to a specific grade and

pay point within that grade– there are 10 grade levels with 1 being

the highest to 10 being the lowest. Each grade has a pay point

ladder comprising 11 steps

4. Role of the Recruiting Manager

4.1 The recruiting manager is normally the line manager of the post to be

recruited. They are responsible, with the support of HR personnel, for

ensuring that all members of the shortlist and interviewing panel follow

the correct procedure throughout the selection process.

This includes:

 Selecting the shortlist and interviewing panel members

 Agreeing selection criteria for the Job Description and Person

Specification and circulating this to all members of the short-listing

and interview panel

 Arranging a short listing meeting for the panel and any other

meetings that are necessary

 Deciding if there should be any appropriate assessment test to be

used in addition to the interview



The COR - Human Resources Staff Manual – Recruitment and Selection

5. Job Analysis

5.1 Before recruiting for a new or existing position, it is important to invest

time in gathering information about the nature of the job. This means

thinking not only about the content (such as the tasks) making up the

job, but also the job’s purpose, the outputs required by the job holder

and how it fits into the COR’s structure. This analysis should form the

basis of a job description and person specification.

5.2. An important concept of job analysis is that the analysis is conducted of

the job, not the person. While job analysis data may be collected from

incumbents through interviews or questionnaires, the product of the

analysis is a description or specifications of the job, not a description of

the person.

5.3 Job Analysis should collect information on the following areas:

 Duties and Tasks -The basic unit of a job is the performance of

specific tasks and duties. Information to be collected about these

items may include: frequency a task is performed e.g. daily,

duration of the task, effort, skill, complexity, equipment, standards,

etc.

 Environment -This may have a significant impact on the physical

requirements to be able to perform a job e.g. dealing with hostile

and aggressive people or working with dangerous chemicals.

 Tools and Equipment -Some duties and tasks are performed

using specific equipment and tools. Equipment may include

protective clothing or a uniform. These items need to be specified

in the process of a job analysis.

 Relationships -Supervision given and received. Relationships with

internal and/or external people.

 Requirements -The knowledge, skills, and abilities required to

perform the job. A job analysis typically only states the minimum

requirements to perform the job.

5.4. There is a questionnaire in Section 17 page 34 giving the kind of

questions that should be asked. When the questions are answered,

then this information forms the basis of the job description and person

specification.



The COR - Human Resources Staff Manual – Recruitment and Selection

6. Job Descriptions

6.1. A good recruitment and selection process starts with an excellent job

description. Job descriptions are crucial for hiring and retaining the best

personnel. This is also important as it sets out the work duties and

responsibilities so that both the member of staff and their line manager

are clear about the job role. If a job description is not clear then this

can lead to confusion and employees having different expectations of

their role from their line manager.

6.2. A job description needs to include the following headings:

 Title of the job

 Job location

 Grade

 Nature of the work

 Duties

 Reporting relationship of the job-holder

 Any direct reports to the job-holder

This needs to be set out clearly and in simple unambiguous language.

6.3. In Section 17 page 35 there is a template for a job description with

some examples.

7. Person Specifications

7.1. Person specifications are concise descriptions of the qualities that

post-holders need to possess to carry out their duties competently.

7.2. Therefore, having clarified the key duties and responsibilities of the

post to be filled the next task for the recruiting manager is to produce a

person specification, the purpose of which is to define the key

characteristics of the person who could most effectively fill the role.

The person specification therefore sets out the essential and desirable

knowledge, skills, qualifications, experience and attributes that are

required to carry out the role effectively and these are drawn from the

key responsibilities and duties outlined in the job description.

7.3 The person specification also provides:

 The core information for the advertisement

 Transparency, by applying the criteria for the post consistently

during the short-listing and selection of employees



The COR - Human Resources Staff Manual – Recruitment and Selection

 Comparison of candidates against the requirements of the post and

not against each other

 A foundation for determining any additional selection methods

other than an interview e.g. tests

 The basis for developing interview questions

7.4. The criteria set out in the person specification are the only criteria

against which applicants should be assessed at the short-listing, test

and interview stages.

The criteria must be:

 Specific

 Measurable

 Justifiable

7.5. The criteria should be neither too vague nor too prescriptive. If the

criteria are too vague this will not assist the recruitment process in that

it will be hard to differentiate between applicants. On the other hand if

the criteria are too prescriptive this may have the effect of significantly

and unhelpfully restricting the number of applicants who can meet

them. The person specification must relate to the job description and

identify the essential and desirable qualities required for the post.

These will include:

 Knowledge: specific knowledge required to do the job

 Skills: communication skills, time management skills, the ability to

prioritize, IT skills, etc.

 Experience: the type (breadth and depth) of experience which is

indicative of the skills and knowledge required for the job

 Qualifications: professional qualifications, level of education,

specific and/ or technical training

 Attributes: a characteristic or quality e.g. leadership, strategic

thinking, interpersonal behavior

 Any other relevant information relating to the post.



The COR - Human Resources Staff Manual – Recruitment and Selection

7.6. Essential and Desirable qualities

7.7. Some qualities will be essential, for example a specific qualification

may be required, or the job may require the ability to use certain

equipment. Decide which qualities are essential. If candidates cannot

demonstrate these they should not be considered for the post.

7.8. Other qualities may be desirable, for example that candidates have

previous experience of working with a similar client group, or that they

are familiar with specific legislation or committee procedure. These

requirements are not essential, as carefully planned induction and

supervision can ensure that the post-holder gains the relevant

knowledge, skills and experience.

7.9. Thus, essential knowledge, experience and skills are the minimum

level that a candidate will be called for interview and a decision made

to hire. The desirable knowledge, experience and skills are the

difference that assists the panel to rate each candidate’s application

against the selection criteria and to decide who to hire. Many good

applicants are overlooked because they don't clearly address the

selection criteria and they assume that the panel will be able to read

between the lines in their application and at interview.

7.10. Compile a list of the qualities, experience and skills needed to

undertake the job successfully, making sure that this only includes

ones that are necessary for the post and can be evaluated during the

selection process.

7.11. Consider each of the following areas when determining criteria:

education, qualifications and training necessary for effective job

performance

 Length and type of experience (ensure this is justifiable)

 Skills, aptitudes and knowledge directly related to the job

 Personal attributes

 Any other skills or qualities necessary for features of the job e.g.,

language skills, knowledge of specific environments. or technical

skills

7.12. When determining the criteria, try to ensure that they are not too strict

as this would prevent people from applying, but it is also important not

to make them too broad as this will make it difficult to select candidates

at short listing stage. All criteria must be capable of being assessed

through interview or any test.



The COR - Human Resources Staff Manual – Recruitment and Selection

7.13. All the criteria must be clear and relate directly to the requirements of

the post. Set out below are some examples:

 Ability to maintain confidentiality

 Ability to work as part of a team

 Ability to work independently

 Ability to work under pressure

 Attention to detail

 Flexible and adaptable approach to work

 Initiative

 Keyboard skills

 Knowledge of the COR, policy and procedures

 Organizational/planning skills

 Problem-solving ability

 Sensitivity

 Supervisory skills

 Verbal communication/interpersonal skills

 Written communication skills.

Unnecessary requirements or measures must not be included as these

have the potential to discriminate either directly or indirectly.

7.14. Ask the following questions when drawing up a person specification:

 Is a certain qualification such as a degree absolutely necessary to

undertake the post effectively?

 What are the specific areas of knowledge required for the post and

to what standard must the applicant possess this knowledge?

 Be aware about making assumptions. Be specific about what the

applicant will be expected to do.

 Be careful about asking for a certain number of years experience,

be specific what experience are you looking for and the breadth

and depth of experience that is required.

 It is useful to indicate within the person specification how each of

the criteria will be measured, for example from the application form,

the interview, additional selection methods and/or references.



The COR - Human Resources Staff Manual – Recruitment and Selection

7.15. In recruitment or promotion procedures, it is important that person

specifications are clearly understood by all involved, both the selectors

and candidates. It is a good idea for the recruiting manager to hold a

short meeting to explain the process to the short-listing and interview

panel members. Also this needs to be made explicit in recruitment and

selection training. It is highly desirable that anyone who is to be a

member of a short-listing and/or interview panel attends a training

course before they take on this duty.

7.16. Both the job description and person specification form the basis of the

recruitment and selection process. Time needs to be taken to ensure

that they are clear and well thought out. When the job description and

person specification are agreed these two documents will inform the

whole hiring process.

They will be used:

 To design and place the advertisement of the post

 Provided to the candidate so that they can submit their application

in line with the requirements for the job

 As the tool to shortlist

 As the measurement of any tests that maybe required of the

candidate

 To examine short-listed candidates at interview

 To make the decision on whom to hire

 To provide any feedback to candidates on the decision reached.

Post recruitment and selection the job description and person

specification:

 Will be used to measure the day to day performance of the member

of staff

 Be used as the basis of the performance appraisal process

 Act as the assessment for training, development and mentoring

How to draft a Person Specification

7.17. Identify the required experience, knowledge and skills

Describe what the post-holder needs to do, the standard to which work

must be carried out, and the knowledge and skills required.

Use this information to make a list of the experience, knowledge and

skills required.



The COR - Human Resources Staff Manual – Recruitment and Selection

7.18. Identify the required qualifications

Be clear what qualifications are needed as a minimum level to perform

in the role and which qualifications are acceptable. It is essential that

the successful candidate has the appropriate experience and possess

the necessary knowledge and skills to perform in the job or to quickly

attain these.

Basing the hiring process on the job description and person

specification will not only help selectors and candidates to understand

the duties and responsibilities of the job, it also will create transparency

and confidence that the COR is hiring staff only on merit. This will

support an increased level of professionalism across all Directorates by

matching the skills, knowledge and experience of staff with the job they

were hired to perform.

7.19. Dos and Don'ts

 Don't include criteria, which are not relevant to the job. Only

include skills, knowledge, abilities, and education if they are directly

relevant to the job, and be able to justify them. Too expansive or

too limited criteria can broaden or restrict applications respectively

or reduce the likelihood of certain groups applying – requiring a

number of years experience may discriminate against applicants on

the basis of age and/or gender

 Don't include criteria that can't be objectively assessed, such

as a good sense of humor

 Don't overstate the requirements of the job. This may result in

suitable candidates being put off or in appointing an over-qualified

candidate who then becomes frustrated in the job and moves on.

Giving candidates an accurate impression of what is required of

them can improve staff retention

 Do make clear the relative importance of requirements that are

essential and desirable and be able to justify them

 Do make clear the importance of any biographical information

you request such as educational attainment and validity of

certificates

 Do have the person specification checked by someone else,

including HR personnel and the line manager to remove any

personal preferences

 Do review the person specification(s) over time for potential

revisions

 Do be explicit about what is required and why



The COR - Human Resources Staff Manual – Recruitment and Selection

7.20. In summary, when drafting the Person Specification consider the

essential and desirable elements:

 Essential means the minimum requirements without which an

applicant would be unable to perform the role the role properly.

 Desirable criteria help to identify the ideal person for the post, they

are qualities which will enhance performance in the job but which

are not fundamental to successful performance.

Desirable criteria can be very helpful at short-listing stage to

differentiate between applicants where a large number meet the

essential criteria.

7.21. Person Specification template is in Section 17, page 36 use this when

developing the person specification.

8. Advertising the Post

8.1. When the job description and person specification are agreed with HR

and the recruiting manager, the next step is to the draft an

advertisement. You can use the information in the Job Description and

Person Specification to draw this up. It should include:

 A couple of sentences about the COR

 The job title

 The location

 A short outline of the main duties and responsibilities

 The closing date (allow at least 2 weeks after the publication of the

advertisement)

 Where and how to apply

 Contact details of the recruiting manager

Advert placement

8.2.

The recruiting manager with the support of HR should explore where

the advertisement should be placed, including the COR website and

appropriate newspapers. Also internal notice boards and/or house

bulletins should be used. It is good practice to place job adverts in a

wide a range of media as possible (subject to cost). It is usual to set

the closing date at least 2 weeks after the placement of the

advertisement.



The COR - Human Resources Staff Manual – Recruitment and Selection

9. Managing Paperwork

9.1. As soon as a request to fill a vacancy is received ensure that all

paperwork and documentation is securely managed from this

date.

Open a file for the recruitment process and ensure that all relevant

documentation is kept in one place. There should be copies of the job

description and person specification, the advertisement and where it

has been placed; copies of applications; panel members and contact

details; short-listing information, letters of invitation to interview;

interview documentation; the decision sheet; letter of offer and contract

and the recruitment and selection checklist.

10. Short-listing

10.1. No one should be a member of a recruitment and selection panel until

they have received appropriate training and are familiar with the policy

and procedure.

10.2. The aim in short-listing is draw up a manageable list of candidates for

interview, all of whom could do the job in terms of the qualifications,

experience, skills and knowledge in their application.

10.3. Short-listing is best done methodically by comparing each application

with the previously prepared job description and person specification

and nothing else.

10.4. The key to ensuring a quality short-listing is to make decisions that are

based on an assessment of the facts provided on each candidate’s

application as measured against the stated criteria.

10.5. Wherever possible, more than one person should be involved in the

short listing in order to reduce the chances of one individual’s bias

affecting the process.

10.6. Care should be taken to avoid assumptions about individual candidates

and the type of work they would be capable of doing. For example, a

candidate is automatically rejected at the short-listing stage just

because he or she has a disability and this cannot be justified then the

COR is discriminating against that person.

10.7. Rejection for employment for a reason related to a person’s disability

might be open to justification. An example of this would be the rejection

of a candidate who had indicated that he or she was visually impaired

and where a necessary element of the job involved checking security.

This would be a rejection on the grounds that the person could not

meet the essential criteria for the job.



The COR - Human Resources Staff Manual – Recruitment and Selection

10.8. However, it first has to be considered if any reasonable adjustments

can be made to accommodate the needs of a candidate with

disabilities for example providing a larger computer screen or an

adapted chair and/or desk.

Reasons for Rejecting Applications at Short List stage

10.9. It is essential that the reasons for rejecting an applicant relates to the

requirements for the job as described in the advert and further

particulars and can be justified.

10.10. When giving reasons for rejection it is better to give brief, clear reasons

e.g. do not have five years managerial experience. It is not necessary

have to go into a lot of detail, a summary of the main reasons for not

selecting will be sufficient.

11. Selection Tests

11.1. Decide if candidates need testing on any area of the job description

and person specification, such as specific knowledge or IT skills.

11.2. If it is decided that a test is needed then any test used should:

 Assess only factors that are relevant to the job in question

 Measure an individual’s actual or inherent ability to do the job, or

be trained for the job

 Do not potentially discriminate, such as testing a level of

assertiveness which generally tends to be different between a man

and a woman

 Are designed and assessed by people who have been properly

trained, such as a test for word processing ability.

 Are not used as the only method of selection

11.3. If a recruiting manager wishes to use a test, check that the test is

relevant to the post and pitched at the minimum skill level to do the job.

11.4. HR should oversee the test and ensure that the assessors have the

relevant qualifications to mark the test.



The COR - Human Resources Staff Manual – Recruitment and Selection

12. Interviews

12.1. The key purposes of a selection interview is to:

 Assess the suitability of each candidate’s qualifications,

experience, skills and knowledge in relation to the vacant post.

 Judge each candidate’s likely level of motivation and enthusiasm

for the job

 Assess each candidate’s likely future performance in the job

 Convey key information about the COR and the scope of the job

 Convey a positive impression of the COR

12.2. The process of interviewing needs to be carefully managed and

planned. It involves:

 Sending an invitation to interview letter to all shortlisted candidates,

giving reasonable notice of the date and time of the proposed

interview and informing them who will be conducting the interview

and how long the interview is expected to last.

 Being flexible about timing of interviews as some candidates may

not be able to attend at a particular time, for example, due to

existing work commitments, childcare or travelling difficulties.

 Enclosing instructions of how to get to where the interview will take

place and clear instructions about the various ways of travelling to

the location, including information on checkpoints.

 Ensuring that the COR’s security requirements are met and that

they are informed well in advance so that candidates are not turned

away

 Informing candidates of any documentation they should bring with

them to the interview.

 Asking candidates if they require any special arrangements for the

interview for example, those with disabilities.

 Ensuring that there are arrangements in place to meet the

candidate and that there is a place for them to wait for their

interview. Also that they are informed where the toilets are located

and any other relevant information.

 Checking that the room is booked well in advance and that a large

notice is placed outside that door that interviews are taking place

and for passers by to respect this and to be quiet. The notice

should also state that there should no interruptions.



The COR - Human Resources Staff Manual – Recruitment and Selection

 Setting up a suitable room for the interviews – one that is well lit, at

a comfortable temperature and uncluttered by equipment

 Considering the arrangement of furniture for example, setting the

room up so that the interviewers and applicant face each other

 Ensuring that the room is free from all kinds of disruptions,

distractions and background noise.

 Ensuring seating is comfortable and that the level of seating is the

same for both the interviewers and the interviewee.

 Where a candidate has indicated that they have a disability ensure

that they are treated as fairly and transparently as possible. This

may involve making special arrangements such as:

- Moving the place of the interview with easier access for the

candidates

- Rescheduling the timing of the interview

 Permitting a deaf applicant to bring a sign language interpreter to

the interview

Preparation for Interviewers

12.3. It is very important to prepare thoroughly for each interview so that the

time spent interviewing can be used to the best effect. To determine what

questions to ask it will be necessary to study each shortlisted candidate’s

application carefully.

12.4. It is good practice for all members of the panel to meet beforehand and

prepare a list of key job-related questions with the intention of asking such

questions (in the same order and the same way) of every candidate. Whilst

this helps to ensure consistency and fairness in interviewing, there will also be

a need to ask questions that are specific to each candidate, this is to obtain

more evidence and relate to each candidate’s specific background, skills and

knowledge.

HR personnel should be closely involved in preparation.

12.5. Panel members should look for features of each application that:

 Do not meet the requirements of the post

 Require clarification

 Require verification

 Appear inconsistent with something else, for example, if a

statement or the written application appears to contradict

something stated at interview

 Is expressed in vague terms



The COR - Human Resources Staff Manual – Recruitment and Selection

 Is missing

12.6. Further short-listing panel members should not be influenced by

information such as:

 Educational qualifications, except if specified in the job description

or person specification as essential/desirable criteria

 Personal knowledge of the candidate or what they may have heard

about them

 Who they have quoted as referees

 The presentation of the written application unless it is directly

relevant to the selection criteria e.g. assumptions about hand

written or word processed applications, unless candidates are

requested to supply written information in a specific way.

12.7. Question will be viewed as discriminatory if they:

 Imply a biased view on the interviewer’s part against a particular

candidate

 Put the applicant at a disadvantage against other candidates, such

as asking a woman about caring or family responsibilities and not

asking the same of male candidates.

At the Interview

12.8. Panel members should seek to:

 Normally restrict the number of people on the panel between 2 or 4

at the most

 Elect someone who is skilled at chairing meetings to be the lead

interviewer

 Take time to familiarize themselves with the job description as well

as the criteria listed in the person specification.

 Take time to study each candidate’s application and discuss in

advance of the interview any areas that might be of concern or that

will require clarification.

 Ensure that they have agreed the interview structure and the part

each is to play in the interview and the area of questioning each

one is responsible for.



The COR - Human Resources Staff Manual – Recruitment and Selection

 Allow sufficient time between each interview for them to have a

short discussion about the candidate, make notes and prepare for

the next candidate.

12.9. Also it is the panel’s responsibility to check the following:

 Is it clear that qualifications have actually been obtained?

 Have there been any failures, and if so how does the candidate

view the circumstances surrounding the failure?

 Does it appear that there has been a change of direction (and if so

why)?

 Do the educational qualifications and training match the

requirements of the job?

12.10. Although an applicant's qualification, experience and knowledge can

be assessed objectively, it can be more difficult to assess personal

motivation, attitude and flexibility in approach. To achieve maximum

effectiveness from the interview process the interviewer should:

 Relax the candidate and build rapport at the beginning of the

interview

 At the beginning of the interview the chair/lead interviewer should

outline the interview process, introduce the other panel members

and their role, such as the potential line manager, a member of HR

or a note-taker and explain to the candidate how long the interview

will last and that they will be given an opportunity at the end to ask

any questions

 If there is to be a presentation by the candidate to the panel then

this should be delivered at the start of the interview. The chair/lead

interviewer should time the presentation and stop the candidate if

they run over the stated time.

 Focus on the job and the skills the job-holder will need to perform

effectively.

 Deploy open questions that allow the candidates to express

themselves in an unrestricted way.

 Be prepared to probe for more information where appropriate, for

example, to gain more insight into a candidate’s skill level; their

reason for applying for the post; why they think they would be

suited for the post; challenges and difficulties in their current and

previous jobs; the reasons for previous career moves and their past

and present ambitions and aspirations.



The COR - Human Resources Staff Manual – Recruitment and Selection

 Listen actively and with an open mind to everything the candidate

has to say

 Ask specific questions about the candidate’s actual experiences,

for example, ‘tell me about a time when you experienced conflict

with a colleague and how you handled it.’

 Recognise subjective views, opinions, biases and prejudices for

what they are and learn to put them aside when interviewing. Lack

of awareness of these can have a negative effect on the objectivity

of the interview process and can have an impact on transparency.

 Avoid making assumptions about individuals. Instead seek to

establish the facts. It is very dangerous, and inappropriate, to make

assumptions about a candidate's ability to ‘fit in’ based on factors

such as age or gender differences.

 Aim to select the candidate whose experience, skills, qualifications

and abilities most closely match the job description and person

specification.

 Only ask questions that relate to the needs of the job.

 Questions should be based on the requirements of the job and that

the relevant issues should be discussed objectively without any

assumptions being made by the interviewer about whether a

candidate’s personal circumstances could affect their ability to

meet the requirements of the job.

12.11. Some of the advantages of panel interviews are that:

 Relevant matters are less likely to be forgotten or omitted

 People on the panel can focus on asking questions related to their

own area of expertise

 While one panel member is asking questions, another can make

notes, thus allowing the person asking the question to concentrate

fully on listening to the candidate’s answers.

 If the candidate asks a question in a way that is unclear,

ambiguous or evasive, this is more likely to be picked up, allowing

another panel member to ask for clarification or expansion.

 The likelihood of individual bias is reduced, as it will normally not

be possible for the subjective or prejudiced view of one panel

member to determine the outcome.



The COR - Human Resources Staff Manual – Recruitment and Selection

12.12. Some disadvantages include:

 Facing a panel can be intimidating, so interviewers as well as

candidates may be nervous.

 It is more difficult to achieve rapport with a candidate at a panel

interview and the candidate may therefore not feel relaxed enough

to open up and talk freely about their background and what they

can offer.

 It may be difficult to convene a panel if some or all of the potential

participants have heavy work commitments.

Making the Decision

12.13. The final selection for the job should be on the basis of the shortlisted

candidates’ relevant experience, skills, qualifications, knowledge and

proven talent and attributes. The decision should be based on factual

evidence.

12.14. When taking the decision as to which candidate to appoint, it is

important to view all the candidates fairly and objectively following the

completion of the interviews.

12.15. It is important, in making the selection to assess each candidate

objectively against criteria contained in the job description and person

specification, rather than comparing them against each other. It is also

important to disregard any irrelevant factors about a particular

candidate that may have come to light.

12.16. An effective and fair method of selection both at short-listing and

interview is to apply a scoring system based on the skills, experience,

knowledge and training required for the job. The scoring system has a

numerical range from 1 to 5 with 1 indicating that there was no

evidence provided by the candidate to 5 where the evidence is clear

and wholly relevant to the job description and person specification.

In Section 17 page 44 shows a scoring template for shorting and

interviews, together with descriptors for each numerical value.

Recording

12.17. It is recommended that the HR department keeps a record of all

selection short-listing documentation, interviews, the outcome of any

recruitment tests and the reasons why the successful applicant was

selected in preference to other candidates. If a candidate complains

that they were not selected then there is factual evidence of how the

selection process was carried out and why the decision was made. The

documentation can also be used to give candidate’s feedback on their

written application and performance at the interview.



The COR - Human Resources Staff Manual – Recruitment and Selection

12.18. It is essential to keep records of:

 The job description

 The person specification

 The reasons why the successful candidate was selected

 The reasons why other candidates were rejected

Security and Confidentiality

12.19. If the information is held manually, it must be structured in such a way

that specific information relating to a particular individual is readily

accessible and that steps are taken to make certain that confidentiality

and security is observed. If the information is held on a computer or in

an e-mail this can constitute ‘personal data’ and confidentiality must be

observed and the information securely held so that in the first instance,

only appropriate HR personnel can access and track it.

12.20. It is good practice that recruitment records be held for as short a time

as possible, a reasonable length of time is 6 months from the date of

appointment.

13. The Job Offer

13.1. If an offer is to be conditional, wording of the offer letter, outlined in

Section 17, page 49 should make this clear. If one of the defined

conditions is not met, for example the passing of an examination within

a specified time limit, then the offer can be withdrawn.

13.2. The prospective employee should be advised not to hand in their notice

to their current employer until they have received written notification

that the offer has confirmed.

13.3. If it is discovered after a new employee has been employed that he or

she has lied in respect of a key aspect of their background, then the

employee may be dismissed without breach of contact.

14. Checks

14.1. Job offers should be made under the following conditions:

 The receipt of at least two satisfactory references

 Documentation to prove qualifications

 A satisfactory medical

 An Iraqi identification number



The COR - Human Resources Staff Manual – Recruitment and Selection

14.2. Before the successful candidate is offered the job there should be a

check whether any qualifications required have actually been obtained

by the candidate.

14.3. Where a candidate has stated that they have a disability:

 Decide whether there is a need to make any reasonable

adjustments to the selection process

 Decide whether an applicant can carry out a function that is

essential to the job

 Monitor diversity among people making applications for jobs

 Take positive action to assist disabled people

14.4. If there is a need to obtain a medical report from an individual’s doctor

then their written consent must be obtained and a copy of the consent

should be enclosed when writing the doctor. If the requirements of the

job are such that access to medical records of the prospective

employee may be necessary, it should be made clear the person why

this is the case.

14.5. It is recommended that:

 Any process of checking that HR plans should be transparent

 Job applicants should be informed of the types of checks that HR

seeks to carry out, what information they wish to verify and how

checks will be carried out.

 HR should obtain the signed consent of job applicants prior to

instigating any reference requests or other checks. There should

no secret enquiries, however tempting these may be.

 Job applicants should be made clear that their qualifications are to

be verified in the course of the recruitment process.

14.6. Collection and use of information obtained from medical examinations:

 Indentify the specific purpose for which a medical examination is to

be carried out. It is compulsory that all prospective employees have

a medical examination before taking up any post.

 Only require a job applicant to undergo a medical examination after

the job offer has been made.

 Make sure that the type of medical examination is not excessive in

relation to level of fitness required for the job.



The COR - Human Resources Staff Manual – Recruitment and Selection

 Make sure the applicant’s consent covers not only the medical

examination itself but also the recording and processing f the

results.

 Make sure that a suitably qualified medical professional completes

the interpretation of medical information, including any judgment

about the applicant’s fitness to work.

 Restrict the information available to management about an

individuals’ health to no more than necessary for them to determine

whether the individual is fit to perform the job.

14.7. All checks must be justifiable in relation to the type of job the individual

is being offered. It is reasonable to establish that a prospective

employee is fit and capable of performing the job into which they are

being recruited.

14.8. If a job applicant refuses to undertake a medical examination that is

proportionate to the requirements of the job, the offer can be withdrawn

providing that the offer letter made it clear that the offer was conditional

upon satisfactory completion of a pre-employment medical

examination.

15. References

15.1 An employer obligated to provide a reference that is factual and

accurate.

15.2. If a reference states that a person has a poor attendance record in

previous employment due to sickness, the employer should take care

to avoid making assumptions about the person’s likely attendance in

any new employment. A decision to reject a candidate based on the

candidate’s previous sickness record can be viewed as potentially

discriminatory. HR personnel need to thoroughly check the record and

reasons for sickness record.

15.3. Seeking a reference about an employee from a current employer or

previous employer without the individual’s knowledge is against

transparency and openness.

15.4. Where a reference contains information that contradicts information

provided by the candidate, HR should not automatically assume that

the I information in the reference is correct, or that the candidate has

misrepresented the facts. Further checks need to be made.

15.5. Where a discrepancy arises between what the applicants has stated in

writing or at the interview, and information the referee has provided, the

applicant should have the opportunity to provide an explanation and/or

seek further information to establish the truth.



The COR - Human Resources Staff Manual – Recruitment and Selection

15.6. Generally a reference will involve the disclosure of personal data and

this should be securely protected and kept with the candidate’s file and

kept by the HR Department.

16. Employment Contract

16.1. The employment contract comes into force as soon as approval from

the Speaker’s Office is confirmed and the contract of employment is

signed by the Speaker’s Office and by the future employee.

16.2. Verbal offers are not recommended and it is better to produce a written

offer of employment.

17. Checklists and Templates

Contents

Recruitment & Selection Checklist ........................................................... 30

Recruiting Manager’s Checklist ............................................................... 32

Job Vacancy Form ................................................................................... 34

Job Analysis Questionnaire ..................................................................... 35

Job Description template ......................................................................... 36

Person Specification Template ................................................................ 40

Person Specification Example – Media Assistant .................................... 41

Interview Panel Member Checklist .......................................................... 42

Guidance on questions at Interview ......................................................... 42

Template - Guide to Scoring- Short-listing ............................................... 47

Template - Guide to Scoring- Interviews ................................................. 49

Interview Evaluation Form ....................................................................... 50

Interview Panel Decision Sheet ............................................................... 51

Template - Reference Request Letter ..................................................... 53

Template - The Offer Letter ..................................................................... 54



The COR - Human Resources Staff Manual – Recruitment and Selection

Recruitment & Selection Checklist

Action Date Notes

Notified of a vacancy

Contacted the recruiting manager

Draft Job Description and Person

Specification

Sign off Job Description and Person

Specification

Agreement of recruitment timetable,

including closing and interview dates

Book panel members & interview

room/s

Draft job advertisement

Choose media outlets for the

Send out invitation letter for interview

Short-list to specified criteria

Interview or first interview

Second interview, if appropriate

Assessment/test, if appropriate

Short-list decision

Secure all short-list documentation

Send out invitation to interview

Panel meets to prepare for interviews

Check the interview room/s and

candidate reception

Convene panel and conduct

interviews



The COR - Human Resources Staff Manual – Recruitment and Selection

Action Date Notes

Convene panel and conduct

interviews

Secure all interview documentation

References requested

Send out conditional job offer letter

References received, and confirmed

as acceptable

Perform pre-confirmation of checks

Contract issued

Signed copy of contract received

Confirm start date with line manager

Confirm start date and arrival time to

report to HR new starter

Contract signed

ID card/security pass issued (record

number in notes column)

Establish personnel file

Passwords issued for access to

relevant IT systems

Provide Staff Handbook

Book new starter onto induction event

Arrange any agreed training



The COR - Human Resources Staff Manual – Recruitment and Selection

Recruiting Manager’s Checklist

BEFORE ADVERT CLOSING DATE

Review role and complete job analysis.

Fill in the Vacancy Request Form and contact HR. Get approval to

fill the vacancy

Draft Job Description and Person Specification - with support of HR

Agree a closing date for applications with HR

Draft advertisement and decide where to place it - with support of

Commission short-listing and interview panel members Draft

advertisement and decide where to place it - with support of HR

Plan the recruitment schedule, including timetable for interviews

and location.

Send schedule to HR, DG and all members of the short-listing and

interview panel

AFTER ADVERT CLOSING DATE

Receive applications from HR one day after the advert closes and

circulate copies of applications, along with Short-list template and

scoring grid to all members of the panel.

Arrange a meeting of panel to short listed candidates

Using the Short listing Form as a framework for the discussion

assess all applicants against the criteria and identify a number of

successful applicants.

Check the HR has written to all unsuccessful applicants advising

that they have been unsuccessful.

PREPARATION FOR INTERVIEW

Check HR has written to successful applicants inviting them to

interview and detailing any tests. in addition to the interview and

what they should bring to the interview i.e. ID

Request references unless candidate has asked for referees not to

be contacted at this stage.

Ensure that HR has booked rooms are booked for the interview

process, that there is a space for candidates to wait for their

interview and that security is informed.

Ensure the interview panel meets at least half an hour before the

interviews start to plan the questioning structure for the interviews.



The COR - Human Resources Staff Manual – Recruitment and Selection

Ensure that staff meeting the candidates has a list detailing names

and interview times and details of any other rooms being used for

assessment in addition to interview.

FOLLOWING THE INTERVIEW

Co-ordinate all panel member’s views and complete an Interview

Evaluation Form for each candidate as a formal record of the

decisions.

Identify the successful candidate who most closely matches the role

and criteria in the job description and person specification.

Contact the successful candidate and give a verbal conditional offer

of employment subject to pre-employment checks and discuss

possible start date.

Complete Interview Form and give to HR. HR will send a written

offer to the successful candidate.

Check HR has contacted any unsuccessful internal candidates to let

them know that they have been unsuccessful

Check HR has written to all unsuccessful external candidates

confirming that they have not been appointed to the post.

Check HR has contacted referees.

Arrange a start date with HR

Arrange team induction.



The COR - Human Resources Staff Manual – Recruitment and Selection

Job Vacancy Form

Template – Request to fill a job vacancy

Request to fill a job vacancy Please fill in the boxes below

Directorate

Section

Job Vacancy Title

Grade

Reason for vacancy

Direct Reports – if appropriate

Main duties and responsibilities.

(List between 5 and 8)

Any other information

Date for filling the above vacancy

Your contact details:

Name

Location

Telephone/E-mail

Approval

Signature and date of Recruiting

Manager

Signature and date of Director

General

Please send this form to the Senior Director of Human Resources.



The COR - Human Resources Staff Manual – Recruitment and Selection

You will be contacted by a member of the Human Resources Department to

help you process this vacancy.

Job Analysis Questionnaire

In order to complete a job analysis, the following questions need to be asked:

Step 1. Job Analysis

The nature and purpose of the job

 Do you need to fill the position exactly as it was described before?

 What is the content of the job; what tasks make up the job on a day-to -

day basis?

 What are the main duties and responsibilities?

 What is the purpose of the job?

 What outputs are required from the post-holder?

 How does the job fit into the structure of the COR?

 The person or people needed to fill the position

What skills or qualifications are needed to carry out the job?

 What (if any) personal attributes are needed to carry out the job?

 What experience is required to carry out the job?

 What knowledge is required to perform the job?

 Do you have any preconceptions of the person who would best fit the

position? If so, are the attributes you have in mind really necessary or

just personal preferences or based on the previous post-holder?

 The way the job is carried out

 Does the job have to be done in the way that it has always been done?

 Are there any dress, presentation or uniform requirements?

 If recruiting for an existing position, have the circumstances of the job

changed since this position was last filled?

 Should the job be changed to make it relevant to current and future

needs of the COR?



The COR - Human Resources Staff Manual – Recruitment and Selection

Job Description template

Use this information to draft the job description and person specification.

Step 2. Job Analysis

Fill in the form, if possible with the job holder

Job Analysis Form

Job Title

Directorate:

Section

Reports to:

Number of Direct Reports (if appropriate)

1: Purpose and Scope of the Job: A short description of the main purpose

of the job and the prime reason for its existence.

2: Work Performed: Describe in detail the duties performed. State

specifically what is done and explain why, how and frequency.

Duties Frequency

10.

Etc.

3: Work Contacts: The extent to which the position requires the ability to gain

cooperation, persuade and influence other people. Indicate the level, frequency,

difficulty and importance of the work.

Contacts Frequency Purpose Method of

Contact

Immediate peers

Peers in other

sections/directorates

Line manager

Managers in other

directorates

Executives

Stakeholders

Other (specify)

4: Decision Making Authority: Indicate the level of discretion or authority

allowed under COR polices, procedures and practices.



The COR - Human Resources Staff Manual – Recruitment and Selection

5: Supervisory Responsibility: The extent to which the position controls,

directs and is accountable fort he work of others.

Title of employee supervised Number supervised

Etc.

6: Work Conditions (if appropriate): Degree of exposure to work conditions.

Condition % of Time

Noise

Heat

Fumes

Dust

Etc.

7: Physical Effort (if appropriate): Amount of physical exertion expended in

handling materials, tools, operating machinery or equipment. Identify tools,

equipment, machinery and materials handled.

Type: % Of Time Used

Equipment

Tools

Machinery

Position % Of Time In The Position

Walking

Standing

Lifting

Cramped or confined space

Sitting

Etc.

8: Education and Training Required: Minimum academic, professional and

technical qualifications needed to perform the job.

Education Level Qualification

School

College

Trade/Technical

IT Office Skills Set

University

Post Graduate

Professional

Etc.



The COR - Human Resources Staff Manual – Recruitment and Selection

9. Years of Experience: Minimum previous experience required for

performing the duties of the job

Number of Years Tick

0-1

1-3

3-5

10. Other requirements: List any other requirements needed to perform the

duties of the job.

Requirement Level-basic Level-intermediate Level-advanced

Language Written Spoken Written & Spoken

Office

equipment

e.g.

Photocopier/Printer

Etc.

Any other comments/notes



The COR - Human Resources Staff Manual – Recruitment and Selection

Template: Job Description

Reference:

Job Title:

Directorate:

Location:

Pay Grade:

Reporting to:

Responsible for:

Purpose of the Job

Two or sentences that describe the role and purpose of the job.

Direct Reports:

Nature of the Work

Three to five bullet points that describe the scope of the Directorate, the

business hours, the workload e.g. how many committee meetings in a month

and the overall key responsibilities of the team the job-holder where will be a

member.

Duties and Responsibilities

A list of the main duties and responsibilities that the job holder is expected to

deliver e.g.

 Manages a team of three members of staff.

 Provides guidance in advice to staff in line with our Directorate

standards, procedures and guidelines.

 Builds effective relationships with stakeholders both internally and

externally, by use of appropriate questioning, clarification and

language.

 Maintains and updates records accurately and in accordance with

data protection requirements.

 Takes responsibility for own personal development, in line with

agreed annual performance objectives.

Key relationships

e.g.

 Deals with stakeholders on an external level.

 Liaises with other Directorates

Last updated: (insert date)

Date of next review: (insert date e.g. in 18 months, unless the job becomes

vacant)



The COR - Human Resources Staff Manual – Recruitment and Selection

Person Specification Template

Requirement

Essential or

Desirable?

How

Assessed?

Qualifications / Education / Training:

Minimum qualifications/training needed

to perform in the role

Essential/Desirable Via

application

Experience:

Minimum length of time a candidate will

have had to have to perform in the role

Essential/Desirable

Via

application

and interview

Knowledge:

Minimum level and type of knowledge

needed to perform in the role

Essential/Desirable

Via interview

Skills and Abilities:

e.g.

-Well developed written and verbal

communication skills.

-Highly accurate with good attention to

detail.

-Good time management

Essential/Desirable

Via

application

and interview

Personal Attributes:

e.g.

-Excellent team member.

-Flexibility.

Essential/Desirable

Via interview

Other:

e.g.

-Strong commitment to deliver

excellence.

-Demonstrates drive.

-Proactive approach to work.

Essential/Desirable

Via interview

Last updated: (insert date)

Date of next review: (insert date)



The COR - Human Resources Staff Manual – Recruitment and Selection

Person Specification Example – Media Assistant

Requirement

Essential or

Desirable?

How

Assessed?

Qualifications / Education / Training:

 Secondary education

 Degree level

Essential

Desirable

Via

application

form

Experience:

 Experience of working in a similar

role

 Experience of writing

communications, press releases

 Experience of dealing external media

Essential

Desirable

Via

application

form and

interview

Knowledge:

 Knowledge of media techniques

 Knowledge of the public sector

Essential

Desirable

Via interview

Skills and Abilities:

 Excellent communication skills,

particularly able to write in an

engaging manner to suit a variety of

audiences

 Ability to process and interpret

complex information

 Strong prioritisation skills and ability

to manage own workload

 Ability to work flexibly

 Team player

 Ability to negotiate

Essential

Desirable

Via written

exercise

Via interview

Personal Attributes:

 Self-motivated

 Ability to make decisions and use

own initiative

 Creative, comes up with ideas

 Prepared to learn new skills

Essential

Desirable

Via interview

Other:

 Ability to use Microsoft Word, Excel

and Publisher

 Willing to participate in presentations

Desirable

Via interview



The COR - Human Resources Staff Manual – Recruitment and Selection

Interview Panel Member Checklist

GENERAL RESPONSIBILITIES

Have you completed the training course on the recruitment and

selection of staff?

Do you need any other training or support or advice on

recruitment and selection?

re you aware of you

role and responsibilities as a member of

the panel?

RESPONSIBILITIES AT INTERVIEW STAGE

Do you have a copy of the job description, person specification

and all the applications?

Are you familiar with the selection criteria that were used in the

short-listing exercise?

Are you aware of what other selection techniques will be used

e.g. in tray exercises, presentations etc. and do you understand

the weighting that they carry within the selection process.

Guidance on questions at Interview

When reviewing candidate applications in preparation for the interviews, the

interviewer may wish to consider the following checklist in respect of

questions to ask.

Checking qualifications and training

 How long did the course last?

 Did it lead to a qualification?

 Did the person nominate himself or herself for the training, or were

they 'sent'?

 How did the training relate to the job the candidate was employed

to do at the time?

 What did the candidate learn?

 How did they apply what they learned?

 How long has the candidate spent in each job?



The COR - Human Resources Staff Manual – Recruitment and Selection

Length of employment

 If the candidate has had many short-term jobs, why have they

chosen to change jobs so frequently? And how does this reconcile

with their current application?

 If the candidate has worked for the same employer for a lengthy

period of time, was this in the same job or has there been a

progression through different posts?

 Where the candidate has worked for the same employer for a long

period of time, what has motivated them now to seek a change of

employer? How do they think they might adapt to such a major

change?

 Are there any gaps between jobs, and if so what were the reasons?

Career History

 Does the candidate's career history appear to follow a natural

progression?

 If it appears that there have any backward steps, what was the

reason for the particular job move?

 Has there been any change of career direction, and if so, why?

Level of Experience

 Is it clear what the actual job duties were?

 What level of responsibility was held (look for possible

exaggerations)?

 How broad is the candidate's experience? There is a difference

between breadth and length - i.e. five years experience may have

been five years doing exactly the same thing every week, or may

alternatively have been progressive, involving many different

duties, responsibilities and new challenges.

 What were the reasons for leaving each job - i.e. what motivated

the person to start looking for another job?

Effective selection interviewing involves assessing whether the candidate has

the necessary skills, knowledge and experience to do the job and also

whether, if selected, he or she would be likely to apply him or herself diligently

to the job.



The COR - Human Resources Staff Manual – Recruitment and Selection

Interview Good Practice

 At the start of every interview, the interviewer should take time to

explain the interview process and to make the candidate feel

comfortable and relaxed.

 Interview questions should be mainly open questions, i.e. those

beginning with ‘what’, ‘which’, ‘why’, ‘where’, ‘when’, ‘who’ or ‘how’?

 Closed questions, i.e. those which invite only a ‘yes’ or ‘no’ answer,

should be kept to a minimum as they are, generally, not useful.

 Closed questions can, however, be used to establish specific facts.

 Questions relating to the type of work, including technical

questions, should be planned in advance and asked of all

applicants for the particular job - this provides a framework for

consistency and fairness.

 Interviewers should make a note of anything on each individual

applicant's CV or application form that is unclear, or which appears

to be missing, and plan to question the applicant about the matter.

 It is a myth that interviewers should ask every applicant for the job

exactly the same series of questions - this restricted approach

would prevent effective assessment of candidates' individual

backgrounds. Try and match some of the questions to specific

evidence that the candidate has provided during the interview or in

writing

 Interviewers should be flexible and prepared to respond to what

each candidate says in response to the questions asked, and,

where appropriate, probe for more information.

 Interviewers should recognize their own personal views, attitudes

and prejudices and learn to put them to one side when

interviewing, otherwise they may lose out on a highly competent

candidate.

 Interviewers should guard against making judgments based on

their first impressions of a candidate, i.e. judgments based on a

candidate's appearance, dress, mannerisms or accent.

 One of the most useful interview techniques is to ask applicants to

give factual examples of their real experiences, for example, to

describe an occasion when they experienced conflict with someone

at work and how they handled the situation.

 Interviewers should distinguish between the information disclosed

and the manner in which it is presented. Unless ‘presentation skills’

are a requirement of the job, the applicant's level of skill in

presenting information will be irrelevant to his or her suitability.



The COR - Human Resources Staff Manual – Recruitment and Selection

 Interviewers should not be afraid to ask challenging and difficult

questions (as long as they are relevant to the job), for example,

questions about weaknesses or work-based problems that the

candidate has encountered.

 Leading questions should always be avoided as they imply the

answer that the interviewer is expecting and so most candidates

will tailor their answers accordingly.

 Interviewers should avoid making assumptions about candidates'

abilities, but should instead ask relevant questions designed to

establish facts.

 It is unacceptable to ask questions in a rude, intimidating or

aggressive manner (although challenging questions are to be

recommended).

 Personal questions and questions about family circumstances

should not be asked as they can be indirectly discriminatory, in

particular against female candidates.

 Interviewers should avoid questions about a candidate's hobbies,

social activities, unless these are relevant to the job.

 Interviewers should listen carefully and with an open mind to what

candidates have to say.

 Candidates should be given plenty of opportunity to sell

themselves, and to ask questions at then end of the interview.



The COR - Human Resources Staff Manual – Recruitment and Selection

Examples of questions to ask and avoid during recruitment interviews

Ask Avoid

To what extent would you be

available to work overtime at short

notice?

Who would look after your children

if your manager asked you to work

overtime at short notice?

How frequently have you worked

weekends during the past year?

How would weekend working affect

your family life?

What would you like to be doing in

five years' time?

Do you have any plans to start a

family in the next five years?

How do you cope with pressure of

work?

How does pressure of work affect

your relationship with your family

and children?

How would you deal with someone

at work whose views are strongly

opposed to your own views?

How would you deal with a difficult

male colleague if his views were

strongly opposed to your own

views?

What do you think makes a good

supervisor/manager?

What difficulties do you think you

might have supervising

men/women/?

What do you think is the best

approach to handling minor

disciplinary matters?

How would you handle a

disciplinary matter if the employee

concerned was much older than

you?

What do you think are the key

qualities needed to supervise a

diverse team of people?

How would you feel about

supervising staff who are mostly

much older than you?



The COR - Human Resources Staff Manual – Recruitment and Selection

Template - Guide to Scoring- Short-listing

Rating Definition

EXCEPTIONAL

Provides evidence that directly relates to all of the

competencies being measured. The evidence clearly

explains their role and what they did in relation to the

criteria being measured. The examples have direct

relevance to the job criteria.

VERY GOOD

Provides evidence that relates directly to most of the

competency being measured. Evidence explains their role

and what they did in relation to most of the criteria. The

examples have relevant links to the job criteria.

GOOD

Provided some evidence that relates to some of the

competency being measured. Evidence clearly explains

their role and what they did in relation to some of criteria.

The examples have some links to the job criteria.

LOW

Provided minimum of evidence and does not clearly relate

to the criteria measured. Evidence does not explain their

role and what they did. Examples have no direct

relevance to the job criteria. Applicant states that they fulfil

criteria but provided no supportive evidence or example’s

to substantiate this statement.

Nil

No evidence or experience provided to indicate

competency or criteria. Criteria not referred to.



The COR - Human Resources Staff Manual – Recruitment and Selection

SHORTLISTING FORM Private and Confidential

SCORE 1- 5 for each candidate – use scoring guide

Insert criteria as appropriate for each job

Candidate

Name

Qualifications

and Training

Knowledge Skill Skill Skill Experience Attribute Attribute

Etc.

Completed by: Date:



The COR - Human Resources Staff Manual – Recruitment and Selection

Template - Guide to Scoring- Interviews

Rating Definition

Exceptional

Provides evidence that is entirely relevant and all of which

directly relates to the skill/knowledge/experience being

measured. The evidence clearly explains their role and

what they did in relation to the criteria being measured and

indicates that they fully satisfy if not exceed the

requirements. Many examples provided all of which have

direct relevance to the job criteria.

Very good

Provides evidence that directly relates to the competency

being measured. The evidence clearly explains their role

and what they did in relation to the criteria being measured.

The examples have direct relevance to the job criteria.

GOOD

Provides evidence that relates directly to some of the

competency being measured. In the main the evidence

explains their role and what they did in relation to the criteria.

The examples have relevant links to the job criteria.

Part

Provided some evidence that relates to some of the criteria

being measured. Evidence explains their role and what they

did in relation to some of criteria. The examples have some

links to the job criteria.

Low

Provided minimum of evidence and does not clearly relate to

the competency /criteria measured. Evidence does not

explain their role and what they did. Examples have no

direct relevance to the job criteria. Applicant states that they

fulfil criteria but provided no supportive evidence or

example’s to substantiate this statement.



The COR - Human Resources Staff Manual – Recruitment and Selection

Private and Confidential

Interview Evaluation Form

SCORE 1- 5 for each candidate – use scoring guide

Insert criteria as appropriate for each job

JOB TITLE:

Directorate

NAME OF CANDIDATE:



CRITERIA ESSENTIAL DESIRABLE SCORE 1-5

Completed by: Date:



The COR - Human Resources Staff Manual – Recruitment and Selection

Interview Panel Decision Sheet

(SUMMARY OF REASONS FOR SELECTION/REJECTION OF

CANDIDATES)

Post: HR Ref: _______________

Date of Interview:

Your Name:

Chair/Lead Interviewer to be contacted for feedback: __________________

CANDIDATE APPOINTED:

Starting date:

Location

Line Manager:

Reserve Candidate(s):

Signed: Chair/Lead Interview) Date: ______

Have unsuccessful candidates been contacted to inform them of the

outcome?

Yes/No

Do you require the HR department to write to unsuccessful candidates?

Yes/No

SELECTION CRITERIA (List below, or attach job description/person

specification)

You must record selection criteria and comments for all candidates

1. 5.

2. 6.

3. 7.

4. 8. Etc



The COR - Human Resources Staff Manual – Recruitment and Selection

CANDIDATE:

Criteria met:

Criteria not met:

Comments:

_______________________________________________________________

CANDIDATE:

Criteria met:

Criteria not met:

Comments:

_______________________________________________________________

CANDIDATE:

Criteria met:

Criteria not met:

Comments:

_______________________________________________________________

CANDIDATE:

Criteria met:

Criteria not met:

Comments:

_______________________________________________________________

CANDIDATE:

Criteria met:

Criteria not met:

Comments:

_______________________________________________________________

CANDIDATE:

Criteria met:

Criteria not met:

Comments:

Etc.



The COR - Human Resources Staff Manual – Recruitment and Selection

Template - Reference Request Letter

(Insert date)

(Insert name of referee)

(Job Title)

(Insert address)

Dear (insert name)

(Insert name of prospective employee) has applied for the position of (insert

job title) in The Council of Representatives (COR) and has given me

permission to contact you for a reference. A job description and person

specification for this position are enclosed.

I would be grateful if you would provide the following details in relation to

(insert name of prospective employee) and return to me by (insert date). You

can email your response using a secure electronic address at (insert e-mail

address).

 Please outline the dates that they were employed by you.

 Please confirm the position that they held and summarise their

main responsibilities.

 Please comment on his/her skills, attributes and achievements in

the following areas:

 (Note: design specific questions focused on the person

specification criteria)

 What were the reasons for him/her leaving your employment?

 Would you employ him/her again? If not, why not?

 Please state below whether you have any other information, which

is relevant to this reference.

Thank you in advance for your assistance in this matter.

Yours sincerely

(Insert name)

(Job Title)

Enclosed:

Job description

Person specification



The COR - Human Resources Staff Manual – Recruitment and Selection

Template - The Offer Letter

Set out below is a template for an offer letter to a successful candidate.

(Insert reference)

(Insert date)

(Insert address of the COR)

Dear (insert name of employee)

I am writing following your interview for the position of (insert job title) on

(insert date) and am delighted to confirm that we would like to offer you the

position with The Council of Representatives (COR).

I am enclosing a draft contract of employment, which, if you decide to accept

the offer, will contain the terms of your employment with us.

All offers of employment with the COR are conditional upon and subject to:

 a report from a medical practitioner; and

 two personal references

which, in The COR’s opinion, are satisfactory and confirm that you are fit for

your proposed duties.

If you decide you would like to accept the offer, please sign and return the

enclosed copy of the contract to me by (insert date). I look forward to working

with you.

Yours sincerely

for and on behalf of the COR