Define the need before replacing the previous postholder
When a vacancy arises, review what the organisation needs now rather than automatically reproducing the old job description. Consider priorities for the next twelve to twenty-four months, how responsibilities sit across the team and whether the working pattern still makes sense.
Clarify what success should look like in the first six to twelve months. This helps you distinguish core requirements from preferences.
Build a person specification you can actually assess
Every essential criterion should be relevant to performance and capable of being assessed through the application, interview or another planned method. If you cannot explain how a criterion affects the job, reconsider whether it belongs.
Keep desirable criteria genuinely desirable. If shortlisting treats every desirable criterion as essential, the published distinction is misleading.
Choose advertising channels deliberately
Use specialist channels where the audience fits the role, but do not assume one job board will reach every candidate. Senior, technical or hard-to-fill roles may need targeted outreach, professional networks or specialist recruiters alongside advertising.
Track where applicants heard about the role so future recruitment decisions are based on evidence.
Create a consistent shortlisting method
Agree the criteria and scoring approach before reviewing applications. Panel members should understand what constitutes evidence and how to handle incomplete or unclear examples.
Where identifying information can be reduced during early assessment without undermining the process, consider whether this supports fairer decisions.
Design interviews around evidence
Questions should test the capabilities required for the role rather than rewarding candidates who are simply good at unstructured conversation. Ask all candidates a consistent core set of questions and score against agreed indicators.
Practical exercises can be useful when they mirror real work, are proportionate and do not require excessive unpaid preparation.
Communicate throughout the process
Tell candidates the timetable, format and expected preparation. Prompt communication about delays or outcomes improves candidate experience and protects the organisation's reputation.
For interviews, provide accessibility information and a clear route for requesting reasonable adjustments.
Make and document the decision
Base the decision on the assessment evidence collected, not general impressions formed after the interview. Record scoring and reasons consistently.
Before confirming an offer, complete any required references, right-to-work, safeguarding or regulatory checks according to the role and organisational policy.
Frequently asked questions
How many interview stages should we use?
Use the fewest stages needed to make a sound decision. Extra stages create candidate drop-off and staff cost without necessarily improving quality.
Should trustees interview staff?
It depends on the role and governance structure. Trustee involvement is common for chief executive or some senior appointments but may be unnecessary for routine recruitment.
Do we need a recruitment agency?
Not always. Agencies can add value for specialist, senior or difficult searches, but direct recruitment may be appropriate for many roles.
Employment, equality, safeguarding and data-protection obligations can depend on the role and circumstances. Use appropriate professional or legal advice where required.