Vet360 Issue 6 Volume 2 | Page 6

PRACTICE MANAGEMENT In addition to this, it becomes the foundation of performance management. 5 The Selection Process Sourcing suitable candidates is a vital part of the recruitment process because either too few applicants, or too many may be reached. One of the requirements of legally fair recruitment is that all potential applicants are advised of the vacancy. • Adverting in newspapers and publications is the most used method. Using a newspaper reaches the most people, but using specialised publications can be extremely useful. • Word-of mouth referrals are regarded as prejudicial UNLESS the post is adequately advertised, and the WOM candidates follow exactly the same procedure. The biggest problem with the job applicant process is that it can very easily become very complicated. In fact, the process is quite simple and needs only contain a few basic steps, which are outlined below: Step 1: Step 2: Step 3: Step 4: Step 5: Make position known and indicate how applicant must apply Collate applicant information Make shortlist of suitable applicants Interview suitable applicants Select best applicant for the position Normally a CV is requested from candidates, but an alternative is to have all candidates complete a standard application form; this makes comparison easier, elicits only the relevant information and prevents a deluge of unwelcome paper. • • Compare applications against the job description and person specification outlining the skills and experience you need. Eliminate applicants who do not have the basic requirements for the job. Draw up a shortlist - a list of candidates to interview - based on the applicants who most closely match your needs. Unsuitable Candidates All unsuccessful candidates must be contacted with a reason for the unsuitability of their application. This can be done by letter or email. Telephonic interaction is not suitable due to the cost and because no record will then exist. The reasons given should be as specific as possible and must clearly demonstrate the unsuitability of the candidate. A clause indicating that no further communication will take place must be included to prevent a correspondence developing. Short listed Candidates Short listed candidates should preferably be contacted by telephone. vet360 Issue 06 | DECEMBER 2015 | 6 You should mention: • When, where and how long the interview will be • How to get there - provide a map if necessary and whether you will pay travel expenses • What documents the candidate should bring with • Who the candidate should ask for on arrival • The names and job titles of the people conducting the interview • If there will be a test to take, or a presentation and if so, its type and duration 6 The Interview The interview is all about soliciting information from the job applicant. Because this is largely done through questions and answers, it is important to use the following as guidelines: Ask relevant questions This is perhaps the single most important piece of advice. Apart from the ice-breaker session, ALL questions must be relevant to the task – i.e. finding out about the suitability of the applicant for the post. You may not probe into the candidate’s personal interests, tastes, habits or opinions unless you can justify how the answer will tell you directly about the individual’s suitability for the job. Every question you ask of any one candidate must be capable of being asked to all candidates. It is discriminatory to ask a question of a female which you wouldn’t ask a male, since to do so implies you are discriminating on the grounds of gender. Thus: Typically this job requires some evening work. Would you have any objections to working overtime? This is fair and relevant question, since it provides information relevant to any candidate’s willingness to do the job, and can/will be asked equally of all candidates, regardless of gender. What does your husband think of you moving if you get this job? This is totally unacceptable, since it is irrelevant to the candidate’s ability to perform the job, is personal to the candidate, and would almost certainly not be asked of a married male applicant. Choose carefully between open and closed questions. A closed question generates a ‘yes/no’ response or forces the candidate to choose from two or more options, eg: ‘Do you like your current job?’ An open question encourages a wider range of responses, and is more likely to get the candidate talking, eg: ‘What do you like about your current job?’ Open questions are good for getting the candidate talking; closed questions are good for checking and clarifying what’s been said, as well as for establishing facts. However over-use of closed questions can