Interview structure and design

Similarly to shortlisting the purpose of an interview is to test which candidate possesses the skills that most match the role. Therefore the selection panel should initially identify the requirements they are going to assess and score, based on the Job Description and Person Specification for the role.

The interview process must be designed to check facts, obtain relevant information about each applicant's background, achievements, aptitude and potential, against these requirements.

There are a number of additional assessment types that can be used, alongside interview questions, to determine the suitability of a candidate. This exercise should be picked based on what is most relevant to the job, and to test what will skills required for the role.  Some ideas include:

• Presentation exercise
• Writing exercise
• Simulation exercises

Designing Interview Questions

Prior to the interview, the panel need to prepare a list of core interview questions to be asked of all applicants. These questions must reflect the requirements the panel decided that they are going to assess

Questions should be structured to explore facts, and interviewers should take care not to make decisions based on assumptions about applicants linked to their own subjective views and opinions. The panel has a duty to conduct selection interviews fairly and without bias for or against any particular candidate, asking each candidate the same core questions.

A sample form is available at the following link, which can be used or adapted to include all core interview questions (  Appendix 7.1).

Remember!

• Ask specific questions on matters such as the applicant's:
  work experience
  qualifications
  skills
  abilities
  ambitions
  strengths/weaknesses.
• Ask open questions, i.e. those beginning with "what" "which" "why" "how" "where" "when" and "who"
• Ask questions that are challenging 
• Ask questions that require the applicant to give examples of real situations that they have experienced
• Ask factual questions about past experience and behaviour and refrain from making assumptions or hypothetical situations

Avoid!

• Using 'closed or 'leading' questions,  e.g.:
  "Do you think that is a good idea?"
  "So, you graduated last year?"
• Using 'marathon' or multiple questions such as
  "How does your current job compare with your last one, which aspect presented greatest difficulty and how difficult did you find it to keep up to date?"
• Using questions that invite only a "yes" or "no" answer
• Including questions that explore any issues relating to the candidates' sex,  children, race or health disability either directly or indirectly.  Any areas of concern about an individual's circumstances can be explored at a later stage.

Interview Scheduling

Once the length of the interview and the stages of interview have been decided a schedule should be created. Following this shortlisted candidates should be contacted. They should be informed that they have been invited to interview and provided details of:

• When and where the interview will take place, including an address and postcode
• Where to report on arrival and who to ask for
• The approximate length of the interview
• If there is a test or presentation what form this takes and whether any preparation is required (if any)
• The names and position of each panel member
• The following line should also be included
  "I should be grateful if you would contact me to confirm your attendance at the interview and whether you require any special arrangements to be made for your interview." These special arrangements will relate to Reasonable Adjustments

Frequently Asked Questions

Should the panel vary who asks questions?

Each panel member should ask at least one question. Prior to interview, the panel should agree who will ask which questions and in which order they will be asked.

Can the panel ask different follow up questions to candidates, if all of the core questions are asked to every candidate?

It is acceptable for follow up questions to vary.  This reflects the varying answers candidates will give to core questions.

Should we only include one stage of interviews?

The seniority of the vacancy will often dictate how many stages are needed. For more senior posts for example arranging second stage selection interviews may be appropriate. For some positions, a job simulation exercise or an ability test may be useful tools in determining the candidate best suited for the role.

Should we keep a record of scores and answers?

Yes, a record of interviews must be kept. A template scoresheet is available here

Are questions able to be weighted?

Scores may be weighted to reflect the differing significance of the requirements, initially decided by the panel. 

How long should an interview be?

This depends on the amount of questions the panel wishes to ask, the nature of the role and whether a presentation forms part of the interview. Normally interviews last between 30 minutes to an hour. In an hour long interview around 8 - 10 questions should be asked. 

Legal Considerations

Candidates with a Disability

Candidates with a disability should be asked the same questions and assessed in the same way as other candidates. Employers have an active duty to make reasonable adjustments to accommodate the needs of disabled  job applicants. This can include accessible interview rooms or an audio version of any selection test. Importantly reasonable adjustments should be made for people with a disabled family member e.g. scheduling a later interviews if the candidate has caring responsibilities.

If a candidate with a disability is assessed as the best candidate then a discussion should take place after the interview to establish what specific needs the person may have and whether any adjustments to the job need to be considered.

Candidates who believe they have been the subject of discrimination can pursue a claim with the Employment Tribunal.  There is no upper limit for discrimination awards.