Features

Recruitment: Part 2 - Shortlisting for success

Careers & Training Management Safe & Effective Recruitment
In the second of a four-part recruitment series, Laura Henry guides
employers through preparing for an interview.

Preparing for interviews is just as crucial for employers as it is for someone who is looking for a job. Given the planning involved in recruiting for a role, the pre-interview preparation should be treated as a key part of the process, to ensure an employer stands a good chance of finding the best candidate.


PLAN YOUR NEXT STEPS

Once you have placed your job advertisement, I would suggest drawing up a timeline showing the following stages. The dates should be set for when:

  • the advertisement goes live
  • applications close

  • visits (if applicable) take place at setting

  • the shortlist is drawn up
  • interviews take place
  • interviews are discussed and successful candidate confirmed

  • a trial in a setting is carried out.

Important dates, such as those for shortlisting and interviewing, should be stated in the application pack so that people applying for the job can take note and make plans to be available if called for interview.


THE RECRUITMENT PANEL

A recruitment panel should ideally contain two members of staff, though larger settings may wish to include an additional representative from human resources. Many settings do not have a human resources department, but it is still essential to be aware of legislation to make sure that you are being inclusive and not indirectly breaking the law (for further information, see the resources at the end of this article).

Smaller settings could have at least one member of staff who may be the prospective applicant's peer. Suja Chacko, human resources expert and partner at Strategic Links consultancy, echoes this. 'Ensure that you have a selection panel that has a mix of people from different backgrounds who will be involved throughout the process,' she says.

All members of the panel should be available at each stage to enable the process to run smoothly. Once the panel members have confirmed their places, you will need to decide on how you are going to assess the applicant's suitability for the role.


CHECK EACH CRITERIA

Some settings use tests or practical exercises before or after the interview. This may include a literacy or numeracy test and/or task to ascertain the applicant's understanding of child development. Ms Chacko says, 'Check each criterion and decide how you are going to assess it, whether through a work-based test or in-tray exercises (real-work scenarios), psychometric tests, presentation or interview.'

Shortlists are best prepared by drawing up a list of applicants' names and noting how each criteria from the person specification is met using information from the application form and any pre-interview tests. It is best if the panel members shortlist applicants independently and then meet to compare notes and agree the final shortlist.

You may find it helpful to use a scoring system such as 'M' for meets the criteria comprehensively, 'P' for partly meets the criteria, 'U' for unclear and 'F' for fails to meet the criteria or gives inappropriate or wrong information. Try to apply the criteria consistently to all candidates. If you've had a lot of applications, you might want to interpret the selection criteria strictly to keep the shortlist within manageable proportions, though you must not manage a high response by introducing new criteria.

Treat all the candidates consistently, unless you need to make a reasonable adjustment for a candidate with a disability. If you haven't had many applications, you may wish to be a bit more relaxed and make assumptions about an applicant's experience, which you can check out at interview. Again, this is fine provided you give all candidates the same benefit of the doubt.

It is important to give a proper amount of time to each application, especially if you have a number of applicants. The quickest way to check essential requirements, such as qualifications, is to match them against the person specification.


LEGAL REQUIREMENTS

When reading the application form, be sure to carefully check for any gaps in employment, bearing in mind your commitment to safeguarding children. Make a note of any gaps and note also if the dates do not add up. This may be an error on the applicant's part.

Ms Chacko says, 'Take care that you are not unfairly discriminating against candidates who have gaps in their employment history, for example due to childcare.'

You can investigate the reasons for any gaps at interview. If you make a note of any such issues, be sure to note purely for the record and do not make any potentially discriminatory comments or assumptions based on the information. Once you finalise the shortlist you then need to record the reasons for not shortlisting the unsuccessful candidates.

When you invite applicants to any assessments or interview, offer to make reasonable adjustments for any disability. Interviews can be conducted with an intermediary present, for example a carer with a wheelchair user, an interpreter with a deaf person, or a relative or friend with a person with learning disabilities.

Crucially, if the applicant who meets the criteria has disclosed that they have criminal convictions, including spent convictions or police warning, cautions or reprimands (including those considered as 'spent'), you will need to discuss these in full during the interview.

The nature of working within early years is that the post is exempt from the provision of the Offender Rehabilitation Act 2014. This will also need to be noted and sensitively explored with the applicant, bearing in mind the type of conviction and the historical timing. Your priority is always to safeguard and protect children's well-being.

 

CASE STUDY: THE CO-OPERATIVE CHILDCARE

Sarah Rotundo-Fergusson, head of nurseries, The Co-operative Childcare

'Once a role has been advertised and applications received, we start shortlisting. The applications are reviewed against the role profile. It's important to ascertain whether the candidates have got the required experience, skills and qualifications. We also look at maths and English GCSEs, as this informs which assessments will be needed at interview.

'We will review whether the candidates can work the required hours and, if they have other jobs, ensure that their total working weekly hours won't exceed 48 (in accordance with EU law). It is vital to ensure the candidate has the right to work in the UK and does not have any criminal offences that may affect their ability to work in childcare. Sometimes the recruiting manager may have concerns such as gaps in a career history. These concerns can be allayed in a pre-interview screening, or a note made to discuss these at interview.

'Interviews will normally be conducted by two people, the recruiting manager and another person who could be a team member from the nursery - for example, the deputy manager, or a buddy manager from another setting. To ensure the interview passes without interruptions, the recruiting manager finds a suitable place. It's helpful to use a standard invitation to interview letter, as we do in Co-operative Childcare, checking whether the candidate has special requirements for the interview, outlining the date, time and venue, explaining the interview format and instructing the candidate to bring the required information for the Disclosure and Barring Service, right to work documents and original qualification certificates.

'So the interview runs smoothly, the recruiting manager makes sure they have sufficient copies of the interview questions, the shortlisting notes and a list of our benefits to go through at the interview. Applicants who prepare effectively for interviews arrive with understanding of the Early Years Foundation Stage, what they have to offer as a prospective candidate and knowledge of Co-operative Childcare.'

Ms Rotundo-Fergusson will be speaking at the Nursery World Business Summit on 12 November.

Laura Henry is managing director of Laura Henry Consultancy, laura@laurahenryconsultancy.com


FURTHER INFORMATION