PRACTICE MANAGEMENT
cants to be especially forthcoming in their interviews.
The Interview Checklist
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Can I cover these questions adequately in the
time available?
Are any questions directly or indirectly discriminatory?
Can I put this question to each candidate?
Would I consider this question fair, if I were in
their shoes?
Would a tribunal?
Do I know what knowledge, skill or experience
area I am testing by asking this question?
Do my questions cover the person specification?
If not, how are the gaps covered (eg application
form or other form of testing)?
Are all these questions relevant? What is the purpose of each question?
Are the questions clear?
Are there any leading questions?
Have I thought of follow up questions?
Do the questions allow waffle answers, or do
they probe?
Have I some means of recording the answers?
Have I any prejudice or bias in favour of, or
against, any of the candidates?
Can I justify every question to:
• Each candidate
• My line manager
Have I left enough time for:
• Their answers
• Their questions
it adds to the numbers, causing further pressure on
the candidate; and secondly, the quality of the record
depends very much on the quality of the note taker.
My own preference is for the second option – regular
recap and record. It is courteous to tell the candidate
that you’re taking notes
After the Interview: Pre-Employment Checks
Employers have increasingly turned to pre-employment screening as a critical risk-management tool to
try and avoid hiring problem employees in the first
place.
Pre-employment background ͍ɕ