BLOG SERIES: Candidate Screening

ARU have a dedicated Employability Service who not only add value to the student experience by providing guidance on all aspects of careers, employability and job searching, we also offer expert advice to the business community.

 In a series of blogs we will deliver essential assistance to anyone attempting to navigate the student or graduate recruitment landscape, build a talent pipeline, raise brand awareness, close skills gaps or upskill your workforce.

 The third instalment in the series will focus on:

 CANDIDATE SCREENING

CV Shortlisting

• The first CV sift is brutal and usually lasts less than 30 seconds per CV! This stage is designed to ‘thin out’ applications – you should discard anyone who doesn’t fit the bill on first glance. If they haven’t taken the time to highlight their relevant skills and experience in their application, then they’re probably not the one you’re looking for.
  
  
• Compare the CVs and covering letters with the list of essential and desirable criteria you have detailed in the job spec. Dependent on the role, think about logistics such as candidate location, visa status, driving licence etc.
  
  
• Be aware of the length of time at each previous employer – lots of moves can suggest you won’t get good candidate longevity. This is something best raised with candidate at interview, it’s possible there’s a good reason for the frequency of movement.
  
  
• Look out for gaps – work back through the employment history and education. Are there any periods of time that aren’t accounted for? This is something to ask the candidate immediately. Reasons for gaps can include travelling, raising a family, illness, redundancy, unemployment, care responsibilities or detainment.
  
  
• How is the CV formatted - is it easy to read and understand? Have experience and key skills been clearly identified? Is everything spelled correctly with accurate grammar? Has the candidate used an AI tool and if so, how do you feel about that?!
  
  
• It’s good practice to call candidates on the phone to assess their telephone manner – this can often tell you a lot about a person. It might be an informal and impromptu call or arranged officially. If it’s an informal call, you shouldn’t expect too much, the aim is simply to check candidates are clear communicators, polite, professional – this can of course depend on the type of role you’re recruiting for.
  
  
• Dependant on the number of applications received, aim for a shortlist of at least 5 potential candidates to interview for one post.

Interviews

As an alternative to an initial phone call or perhaps, in addition to it, you could choose to implement a virtual interview as a formal introduction to your initial shortlist of candidates.  Virtual interviews offer opportunity for a larger candidate selection because they are quick, easy and mitigate the cost and logistics of in person meetings therefore, gaining you access to the best initial pool of talent.  Any ‘maybes’ will usually become a firm yes or no after a meeting online.  After the virtual interview once you have a preliminary assessment of each individual, you can then offer in person interviews to your reduced candidate list. 

Potential Interview questions

COMPETENCY BASED – tailor these to the requirements of your vacancy and encourage an open ended answer through the use of ‘tell me’ and ‘describe’...

• Tell me about a time when you’ve dealt with confrontation, for example a difficult customer.
• Describe a situation when you’ve solved a problem.
• Tell me about a time when you’ve influenced or motivated people.
• Tell me about a time when you’ve been caught off-guard by a problem you hadn’t foreseen.
• Describe a situation in which you used initiative.
• Tell me about a time when you took responsibility.
• Describe a situation where you had to plan or organise something.
• Tell me about a time when you’ve had a difficult decision to make.

SCENARIO BASED – think about situations the successful candidate might face in the role and ask them to anticipate their response...

• Digital marketing role: ‘You notice a new trend across all social media channels relating to racism that every business appears to be sharing immediately.  The content is emotive, potentially inciteful and will undoubtedly receive a lot of engagement which could be positive and/or negative.  How do you proceed?’

•  Customer service role: ‘You are contacted by a customer who claims to have already received an appalling experience with our business and still has not yet had their initial complaint dealt with.  How do you respond?’

• IT role: ‘You are tasked with providing a solution to an IT problem which requires in-depth technical knowledge and understanding between yourself and the manager making the request.  This manager does not have a background in IT and underestimates the intricacy of the project.  How do you progress to ensure expectations are managed?’

 Also include questions that help you assess more linear considerations such as:

•  How far and by what means will you travel to work?
• Do you have a designated home office to work from?
• What is your notice period in your current role?
• Why are you leaving your current position?

Candidate answers

Interviewee responses should demonstrate they have the key skills needed for the job by drawing on previous real-life experience.  Look out for eloquent and concise answers following the STAR technique:

SITUATION – clarifying the context

TASK – explaining what the goal or objective was

ACTION – describing what THEY did specifically

RESULT – summarising what the outcome was

Candidates’ real-life experiences may not always be professionally based, especially with students and graduates.  As long as they genuinely demonstrate a relevant competency or behaviour then any example is valid.

Psychometric testing

Dependent on the role you’re recruiting for, it may be worthwhile implementing some candidate testing to assess verbal and numerical reasoning, critical thinking etc.  Reasoning tests have stood the test of time in the recruitment world, yet mastering their application remains a challenge for many professionals. To leverage their full potential, it's essential to understand their purpose and interpret results effectively. Here's a breakdown of the key points to consider when incorporating reasoning testing into your recruitment processes:

What do reasoning tests measure? 

Reasoning tests evaluate candidates' ability to integrate new information quickly and effectively, irrespective of their prior knowledge or educational background. These tests engage various cognitive functions, such as numerical, logical, and verbal skills, to assess candidates' problem-solving abilities under timed conditions. By analysing how candidates approach unfamiliar situations, reasoning tests provide valuable insights into their cognitive processes and problem-solving strategies.

The value of reasoning tests in recruitment 

Reasoning tests offer several benefits to recruiters, including insights into candidates' cognitive abilities, decision-making skills, and potential for long-term success in a role. By predicting candidates' ability to adapt to professional challenges and make informed decisions, reasoning tests help identify individuals who can contribute to the company's growth and stability. Moreover, reasoning tests provide recruiters with objective, standardized data to inform their hiring decisions, minimising biases and enhancing the overall quality of recruitment outcomes.

Interpreting reasoning test results 

Interpreting reasoning test results involves analysing candidates' scores across different domains, such as logical reasoning, numerical reasoning, and verbal reasoning. These scores provide valuable information about candidates' cognitive strengths and weaknesses, allowing recruiters to assess their suitability for specific roles. By comparing candidates' scores against reference populations, recruiters can determine candidates' intellectual reliability and alignment with job requirements. Additionally, understanding the nuances of reasoning test reports helps recruiters make informed decisions about candidate selection and placement.

Reasoning tests are undoubtedly valuable in recruitment for assessing candidates' cognitive abilities, particularly in professions where decision-making, information analysis, and manipulation are paramount, often within volatile, uncertain, complex, and ambiguous (VUCA) environments.

However, it's important to recognize that reasoning tests may not encompass certain essential skills crucial for adaptation and success in the workplace. These skills include building interpersonal connections, fostering group integration, embracing creativity, learning from mistakes, and maintaining composure amidst uncertainties. Therefore, it is advisable for recruiters to supplement reasoning tests with assessments that evaluate behavioural and emotional competencies. This holistic approach ensures a comprehensive understanding of candidates' potential and suitability for the role.

An important element for any recruitment campaign is to empower diversity.  If you’re interested in learning more about testing which helps to nurture this, especially to ensure your neuro-diverse applicants are not put at a disadvantage, read more online here: https://www.neurosight.io/

For standard reasoning tests, take a look at the following online resource: SHL Verbal, Numerical and Inductive Reasoning Tests by KSL

TOP TIPS:

1. Consider the potential different needs of your interviewees and assess what reasonable adjustments could be made to your interview process to ensure inclusivity. Such as; accessibility of site for a wheelchair user, accessibility of remote meeting for the visually or audio impaired, suitability of a meet and greet session before the formal interview and/or prior access to interview questions for neuro-diverse candidates. For more advice on reasonable adjustments visit https://intowork.org.uk/reasonable-adjustments/
   
   
2. Anticipate disappointment – most candidates are making multiple applications meaning the possibility of them securing work with another employer whilst you attempt to recruit the same individual is significant. We’ve have experienced increased competition for students and grads over the past two years.
   
   
3. During the recruitment process, encourage candidates to be open and honest about any other job applications they’re making – are they interviewing elsewhere? What stage are they at with other employers? Do they have any offers? What is their preferred role and why? If you are using a recruiter to assist you, these are standard conversations they should be having with their candidates.

Look out for our next instalment in this blog series where we will offer insights into graduate labour market trends including average salaries by industry.