A good advertisement is not measured by the number of suitable candidates it attracts. If you have carefully and thoroughly considered the experience and formal qualifications required a number of applicants can be dismissed immediately because they lack basic qualifications or because the age is incorrect. Never the less keep one eye open for the exceptional person who departs from the ideal.

What does their cv reveal about their life so far, in relation to the major qualities required for the position? If for instance, a high degree of stamina and persistence is a pre-requisite, does their track record to date illustrate a career where targets have been regularly achieved? What are the standards of performance? Does the record show success in a number of different ventures or positions? What sort of qualities do you think past positions must have required to succeed in them? Are any of these qualities relevant to this position?

If the candidates write their own cv's are they clear or diffuse, do they go into too much detail and thus reveal a lack of proportion and common sense? Most of the conclusions reached at this stage can only be tentative, but they suggest two things:

• The gaps must be filled in from the cv and

• Some of the lines on which the interview should proceed

Consider the applications to find a ‘common link’ with the candidates

See if there is any link between your own experience, interests, school, military service, etc. and the candidate as this will provide one method of breaking the ice when the interview begins.

Examine the applications to make sure there are no unexplained gaps in dates

Gaps occur from time to time and to probe them is essential

Pencil in some good 'opening up' questions. This helps to ensure that you do not forget that all important question that is so easily remembered after the candidate has gone, it also helps to prevent wasted time, is an aid to nervous interviewees and also is an insurance against 'drying up'

Reaching the decision

Deciding which of the candidates to select involves a systematic matching of information from all sources against the main specification. The closer the correlation, the greater the likelihood that the candidate will be successful in the job.

Do remember to distinguish between fact and inference because interpreting interview messages can be difficult. The aim of the decision making process is to rank the candidates on the best balance of all the requirements. What is the best method of achieving this objective? Quite simply, straight overall comparison between candidates, the total score for the weighted profile and the results of any scientific assessment from psychometric tests

Also remember the ideal candidate does not exist, so compromise will be necessary. The best candidate will probably be the one who scores only reasonably well on all (or on nearly all) the requirements

Finally: Some practical points to bear in mind

• Notify successful candidates as soon as possible.

• Do not contact strong runners up until the first choice has accepted in writing.

• Consider making a conditional offer e.g. subject to completing a course or obtaining. satisfactory references.

• Suggest a waiting list of other attractive candidates.

• Send a polite letter of rejection to all remaining unsuccessful candidates.


Copyright © 2006 Jonathan Farrington. All rights reserved