Revised August 2008
This factsheet gives introductory guidance. It:
- gives an overview of the selection process
- discusses each of the stages
- includes the CIPD viewpoint.
The figure below shows how selecting candidates fits into the overall recruitment process. Our recruitment factsheet provides an overview of this whole process.
Selecting candidates involves two main processes: shortlisting and assessing applicants to decide who should be made a job offer.
Candidates’ applications may arrive as a curriculum vitae (CV) or an application form. Whatever form they are in, it is important to make sure that all of those who are involved in the selection process, from the shortlisting stage onwards, are aware of the need to avoid unfair discrimination and the potential risk to the organisation’s reputation should a candidate make a tribunal claim.
Shortlisting candidates
The process of shortlisting involves slimming down the total number of applications received to a short list of candidates you wish to take forward to the more detailed assessment phase of the selection process.
When deciding who to short list, it is helpful to draw up a list of criteria using the person specification (for more information on person specifications, see our recruitment factsheet linked to above). Each application can then be rated according to these standards, or a simple scoring system can be used. However, there should be some flexibility to ensure, for example, that a good candidate who does not exactly match the specified criteria is not overlooked. Having more than one person review all the applications received makes it less likely that discrimination or stereotyping will occur at this stage.
Using technology
With technological advances, electronic techniques are also being used to slim down the number of potential candidates. In particular, using online recruitment can mean employers receive large numbers of applications from unsuitable candidates, so it can be helpful also to use technology to help manage the application forms.
Questionnaires can be built into the application process on the Internet. These can be used either for the purposes of selection or self-selection.
- Selection questionnaires: can be used to ask a small number of vital questions before permitting the candidate through to the next stage of the application process. For example, this could be used to ensure the candidate’s willingness to work shifts, to potentially be located in any part of the UK or, for graduate positions, to make sure candidates meet a required number of UCAS points.
- Self-selection questionnaires: are designed to help candidates decide for themselves how suitable they would be for the role, by asking them to complete a series of questions related to the job.
Online testing can also form part of the selection process, before candidates are taken forward to an interview or assessment centre, the latter being more likely for management or graduate positions. Thirty per cent of respondees to our 2007 recruitment survey reported making some kind of use of online selection tests, although only nine per cent did so frequently.
Our factsheet covering e-recruitment (or online recruitment) also provides information on the use of technology as part of the recruitment process.
Assessing candidates
A range of different methods can be used to assess candidates. These vary in their reliability as a predictor of performance in the job and in their ease and expense to administer. More information on assessing candidates is available on our factsheets on selection interviewing, assessment centres and psychological testing.
Other methods which may also be used as part of the selection process include assessing candidates on the basis of how they carried out:
- an in tray exercise
- a role play
- a presentation
- work sampling.
CIPD viewpoint
CIPD supports the use of a rigorous and structured approach to selecting candidates. This will ensure that the process both is and is seen to be fair to successful and unsuccessful candidates. However, it is also important to ensure that the approach taken maintains a degree of flexibility and is tailored to ensure it’s the most appropriate means of selecting a candidate for the position in question.
It’s important that all those involved in assessing candidates at all stages of the selection process have received adequate training (for example in interview skills) and have been adequately briefed about the job in question and its requirements. They also need to be aware of the danger of unfair discrimination in the process – which has both legal implications and consequences for the diversity of the organisation (see our factsheet on diversity for more information).
Further reading
CIPD members can use our Advanced Search to find additional library resources on this topic and also use our online journals collection to view journal articles online. People Management articles are available to subscribers and CIPD members on the People Management website. CIPD books in print can be ordered from our Bookstore
Books and reports
COOK, M. (2004) Personnel selection: adding value through people. 4th ed. Chichester: Wiley.
TAYLOR, S. (2008) People resourcing. 4th ed. London: Chartered Institute of Personnel and Development.
Journal articles
CLIFFORD, B. (2008) How to evaluate your selection process. People Management. Vol 14, No 1, 10 January. pp42-43.
MURPHY, N. (2008) Trends in recruitment methods in 2006 and 2007 (3): selection. IRS Employment Review. No 893, 20 March. 8pp.
SUFF, R. (2005) First-line filter: screening candidates for selection. IRS Employment Review. No 837, 16 December. pp44-48.
This factsheet was written and updated by CIPD staff drawing heavily on Stephen Taylor’s book People Resourcing.