Recruitment Advertising & Selection Process - Guidance Document

This section outlines best practices for recruitment, including internal and external hiring strategies, benefits and drawbacks of each approach, and advertising methods. It also covers hybrid and remote working considerations, drafting job descriptions and person specifications, avoiding discrimination in job adverts, interview preparation, and shortlisting processes to ensure fairness, compliance, and effective hiring decisions.

Recruitment: Advertising & Selection Process

Getting recruitment right is important to employers for several reasons but the two main priorities are.

1. To ensure that the most suitable candidate is appointed to the position
2. To maintain compliance with legal requirements

1. Internal or External Recruitment

Employers use both internal and external recruitment strategies to reach candidates from diverse backgrounds.

Employers are under no legal obligation to advertise vacant positions internally; however, it is advisable for employers to consult their internal recruitment policies, which may stipulate the need for such advertising. Advertising a role internally is often seen as best practice also to avoid claims of a lack of transparency in the promotion of employees.

Similarly, there is no statutory requirement for employers to prioritise existing staff when filling vacancies.

Nonetheless, promoting opportunities internally is widely recognised as best practice within organisations.

There is no legal requirement for employers to advertise job vacancies externally, although some employers may have agreements with trade unions to do so.

Hiring candidates from outside the organisation can introduce diversity and potentially contribute different perspectives to the team.

Benefits of Internal Recruitment

1. Internal candidates often know the organisation's systems and culture, reducing training costs
2. They often adapt quickly and increase productivity
3. Internal promotions often improve staff motivation and retention
4. Existing employees are often less likely to leave since they understand the workplace expectations

Disadvantages of Internal Recruitment

1. Can limit innovation and fresh perspectives
2. Can prevent finding the best candidate if options are limited
3. Means you often have to backfill the internal candidate’s role and so forth (succession planning is key)

Internal Advertising Methods

Intranet, noticeboards, emails, newsletters, team meetings.

1. If this method is adopted, you must include all employees including those on leave (including maternity or parental leave), part time workers and home workers.

Benefits of External Recruitment

• Can bring diversity and fresh perspectives
• Wider reach via online platforms
• Removes need to continually backfill roles internally

External Advertising methods

Newspapers, trade publications, online job boards, social media, recruitment fairs, job centre plus, recruitment agencies, head-hunters.

2. Hybrid Working and Working Abroad

Due to changes in working patterns after the COVID-19 pandemic, many employers now offer hybrid working policies, letting staff split time between the office and another location, such as home.

When recruiting, employers should determine early if a position can be done remotely, as this affects job adverts, contracts, and candidate discussions.

Some roles may not suit hybrid arrangements, which should be reviewed regularly.

Employees working under hybrid models should receive equal treatment to those based in the workplace.

Remote only roles in the UK must be treated in line with UK employment law, regardless of whether the employer is based in the UK or abroad. UK-based remote workers employed by foreign organisations are still entitled to protections under UK law, including tax, employment rights, and health and safety obligations. Similarly, UK employers must ensure that fully remote employees are not treated less favourably than their hybrid or office-based counterparts. This includes equal access to pay, benefits, promotion opportunities, and inclusion in workplace culture. Employers should also ensure contracts clearly reflect remote working arrangements and comply with relevant legal and regulatory requirements.

Employers may receive requests from applicants to work remotely from abroad, whether to be near family or spend extended time overseas.

Remote working outside the UK involves challenges such as employment rights, tax, and immigration issues, but flexibility can help attract and retain talent regardless of nationality or circumstances.

Allowing only short periods abroad can reduce risks, but if a role is suitable for remote work, employers should consider this early in recruitment, address candidate questions, seek local advice if necessary, and clarify working arrangements in job advertisements.

3. Initial Steps Prior to Advertising the Vacancy

Before creating a job advert, prepare a clear job description and person specification.

Job Description

The job description should set out the main duties and responsibilities of the role, allowing sufficient flexibility for the employee to carry out other duties which over time may be required.

To avoid discrimination, the employer should be able to justify each duty and responsibility and also not overstate any requirement.

Tips for Drafting a Job Description

• Be Clear and Concise: Use straightforward and factual language to describe the role, responsibilities, and qualifications. Avoid jargon, acronyms and overly complex sentences.
• Highlight Key Responsibilities: Clearly outline the main tasks and duties associated with the position. This helps candidates understand what will be expected of them.
• Specify Required Skills and Qualifications: List the essential skills, experience, and qualifications needed for the job. The essential skills, experience and qualifications should be directly related to the requirements and duties of the role i.e... A general manager of a shop does not require an accounting degree/qualification) This helps ensure that only qualified candidates apply.
• Include Company Information: Provide a brief overview of your company, its culture, and values. This helps candidates determine if they would be a good fit.
• Use Inclusive Language: Ensure that the language used in the job description is inclusive and free from bias. This encourages a diverse range of candidates to apply.
• Mention Benefits and Perks: Highlight any benefits, perks, or unique aspects of the job that might attract candidates. This can include things like flexible working hours, health benefits, or professional development opportunities.
• Provide Application Instructions: Clearly outline the application process, including any specific instructions or requirements. This helps candidates submit their applications correctly and on time.

Person Specification

After the job description is completed, a person specification can be prepared.

It is important that the person specification clearly differentiates between essential requirements and those attributes that are desirable only. All requirements, whether essential and/or desirable should be directly related to the role itself.

 A person specification lists the skills, knowledge, and experience needed for the role.

Unless there is a Genuine Occupational Qualification, it is unlawful for an employer to require an employee to have attributes that may exclude those with protected characteristics, so asking for a “young and energetic” salesperson may discriminate against candidates on grounds of age and possibly disability. 

Another example is where there is a requirement for specific work experience.

This may indirectly disadvantage women returning from family leave and young people (i.e.. Saying the successful candidate must have 5 years of experience in can discourage candidates who have 4.5 years’ experience or are returning from a period of leave – this means you can also miss out on candidates who would be suitable).

Focusing on necessary skills instead allows for consideration of abilities gained in other settings.

4. Advertising the Role

When advertising the role whether through emails, online platforms, newspapers or recruitment agencies, employers must not discriminate in any part of the process.

This includes how the job is described and where it is advertised.

All communication should follow equality laws and reflect the employer's commitment to fair treatment.

When using recruitment agencies, job centres, career offices, schools or online agencies, employers must not give instructions to discriminate (for example, by suggesting that certain groups would or would not be preferred) or cause or induce those third parties to discriminate.

Any agency being used should be made aware of the employer's equality policy (often called an EDI or DEI policy), as well as other relevant policies, and should be given copies of the job descriptions and person specifications for the posts they are helping the employer to fill.

Job Advertisement – Key Points

Careful wording in job advertisements is essential to avoid discrimination risk or creating the impression of a discriminatory culture.

1. Reflect genuine job requirements

Advertisements should be based on the actual, not perceived, needs of the role. The job description and person specification should form the basis of the job advertisement.

This helps ensure suitable candidates are not discouraged from applying.

2. Use inclusive and neutral language

Avoid wording that implies preference for a protected characteristic, for example avoid “Salesman” “Chairman,” “He will lead the team.”  Use “Salesperson” “Chair” “The successful candidate will lead the team.”

3. Avoid indirect discrimination

 Do not include a criteria that may disadvantage candidates based on age, sex, disability etc unless objectively justified covered by a legal exception for example an occupational requirement, avoid saying “We are looking for a dynamic young graduate to join our fast-paced sales team. Must have a driving license and be fluent in English."

Instead, you may want to consider saying "We are looking for a motivated individual to join our sales team.

The role involves travel, so access to transport is helpful.

We welcome applications from candidates of all backgrounds and provide support for those with additional needs. Strong communication skills are essential."

In this example, if a driving licence is required for the role, you must justify the reason why (ie. The role is an ambulance driver or an on-call and out of hours manager for a rural care company).

4. Support disabled applicants

Advertisements should never imply that adjustments will not be made for disabled people. For example, instead of saying "This job is not suitable for wheelchair users.”

Use inclusive words such as “Although our offices are on the 1st floor, we welcome applications from disabled people and will make reasonable adjustments.” (*As appropriate – for example, if a reasonable adjustment is seen as cost prohibitive a company can evidence the impact this would have on the health of the business OR the offices are within a Grade 1 listed building where the buildings are heavily protected).

5. Final check

Line managers should work with HR to ensure job adverts or appropriately worded and non-discriminatory; where a company does not have a HR function, it is important to get another colleague to review the job advertisement before publishing for another opinion.

5. Interview

An interview is a crucial step in hiring, providing a chance to assess if a candidate fits both the job and the team's culture.

Effective interviews rely on careful preparation by reviewing job requirements and candidate details. This ensures each person is evaluated fairly and objectively.

Good preparation also builds interviewer confidence and creates a positive experience for candidates. Training for interviewers on recruitment best practice is also recommended for interviewers.

A structured, inclusive approach leads to better hiring decisions and demonstrates a commitment to fairness and professionalism.

Here are some practical tips to consider.

• Managers should start by welcoming the candidate and setting a comfortable tone.
• They then explain the format and duration of the interview, ask the candidate what they know about the role and organisation, and invite them to walk through their CV.
• This is followed by targeted questions to assess technical expertise and behavioural traits, with a focus on identifying whether the candidate is right to fill the role.
• The interview concludes with an opportunity for the candidate to ask questions and for the interviewer to provide a summary of next steps.
• In terms of technique, use open-ended and competency-based questions that allow candidates to demonstrate their experience and potential.
• Avoid asking discriminatory or overly personal questions. Ensure you maintain a structured yet conversational tone.

During interviews, it's important to follow both legal and ethical standards to ensure fairness and compliance. Legally, employers must avoid discrimination, respect data privacy, and provide reasonable adjustments for disabilities. Ethically, interviews should be fair, respectful, and transparent, treating all candidates equally. These considerations help protect the organisation, promote diversity, and create a positive experience for candidates.

4. Shortlisting

Following conclusion of the application process, the next stage of the process is shortlisting.

This may involve a combination of both interviews and other methods of assessment. 

To avoid bias and remove the risk of discrimination, it is important that a consistent process is applied for all candidates interviewing for a role. 

The employer should develop shortlisting criteria, also referred to as job-related criteria, for the purposes of shortlisting.

This criterion will enable the employer to match the skills and competencies of applicants against the requirements of the job.

Guidance on shortlisting

1. Develop a clear short-listing criteria

Review the job description, person specification and competency framework to set an objective criteria.

Define which qualifications, skills and experience are essential and which are desirable.

Ensure the criteria is measurable, job related and aligned with the requirements of the role.

2. Establish a short-listing panel

Form a panel of at least two appropriately trained individuals to ensure objectivity and reduce the risk of unconscious bias.

The panel should agree the short-listing criteria in advance, review applications independently and meet to discuss and finalise the short list.

3. Differentiate between essential and desirable criteria

Clearly distinguish which requirements are essential and which are desirable. Both essential and desirable criteria should be directly related to the role.

This helps ensure consistent and a fair assessment.

4. Conduct an initial screening process

Perform an initial shift to eliminate applicants who do not meet the minimum essential criteria.

This streamlines the process and ensures that only suitable candidates proceed to the full assessment.

5. Evaluate the use of applicant tracking system

Consider whether using an online applicant tracking system (standalone system or part of a wider HR system) would improve efficiency in screening and shortlisting bearing in mind the potential advantages and disadvantages

6. Consider telephone or video screening

This would be appropriate for high volume roles or where clarification is needed consider a brief screening interview by phone or video call to assess suitability before inviting to formal interview.

7. Develop scoring and weighting system

Assign scores to each shortlisting criterion and, where appropriate, apply weightings to reflect their relative importance.

This promotes consistency among panel members and helps to objectively rank candidates.

8. Score and finalise the shortlist

Each panel member should independently score candidates based on the agreed criteria followed by a panel discussion to agree a final shortlist.

Only those who clearly meet the essential requirements and score the highest overall should be invited to the next stage.

5. Candidate Feedback

The employer should keep details of the unsuccessful candidates for example, the application form, interview notes etc for a period of time.

It is advisable to keep this data for a period of 6 months.

There is no requirement for an employer to give feedback to an unsuccessful job applicant, other than where certain recorded information must be given where the individual makes a request under GDPR; however, it is considered best practice to give feedback to all candidates, whether successful or not.

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