10 steps - a model recruitment process

The following steps outline a high-level model recruitment process using the evidence- based practice shared within this guide:

1. The job description and advert to be developed with consideration for interventions, as detailed earlier within this report. In addition, the job description and advert should be analysed for gendered and non-inclusive language before the advert goes live and inappropriate language removed. A gender decoder tool can be used for this.
2. A bespoke application form to be used to measure candidate responses against four work sample questions. Work sample questions are regarded (see HEE) as good predictive assessment tools for the specific skills, knowledge and tasks required for a role. They enable employers to see how a candidate thinks through a problem, as well as giving the candidate a taste of what the role would involve.
3. A highly structured blind shortlisting to be completed based on candidate answers to the four questions only and scores given against set criteria laid out in a marking guide. All personal and identifiable information to be removed before shortlisting (including CV, education background and current job title). The order of candidate answers to be randomised within each shortlisting pack to remove ordering effect biases. Set number of candidates with the highest cumulative scores from shortlisting to be invited to interview.
4. After shortlisting is complete, the short listers to be invited to review the CVs for each candidate (independent of their answers to the four questions) and rank them in order of suitability for the role. This will increase understanding of the impact of the information contained within the CV on their decision making (specifically not considered within shortlisting). The CV evaluation is significantly different to the shortlisting outcomes with candidates who had scored the least in the blind shortlisting being ranked the highest based on their CV.
5. A structured interview with a full set of questions for the interview and a marking framework to be provided and each candidate asked the same questions and scored based on their answers to those questions only.
6. The panel to be asked to score each candidate independently without conferring with the other panellists and then submit their scores to the inclusion lead. Only then can the scores be discussed with other panellists. Panel members to be reminded of the risk of bias and to stick tightly to the structured scoring system which sets out marking criteria.
7. Scoring to be done for each candidate's answer on a scale of 1-5 based on the extent to which the candidate's answer demonstrates the desired criteria, using the marking framework provided, not against the previous candidate's answers. The importance of scoring candidate's answers against the specified criteria, not against the previous candidate's answers is stressed.
8. Post-interview, once the interviews are concluded and all scores received, the interview scores are weighted 60% and the shortlisting scores weighted 40% of the total score. This allows for two reference points for marking, in accordance with best practice.
9. The trust head of inclusivity/inclusion lead will provide the cumulative scores for each candidate to the hiring panel, and the candidate with the highest score will be appointed by the hiring manager.
10. Each candidate will be provided with feedback on their cumulative scores for each answer as well as qualitative feedback where possible.