Step Two:
Interview and Selection
An interview is an opportunity to assess a job candidate’s suitability for the role. By planning and preparing your questions, you can use the interview time more efficiently and effectively1. It can also help you make better hiring decisions that will have a positive impact on your organization in both the short and long term.
The following stages can be found in the checklist below:
Stage 1: Preparing to Interview
I created a structured interview guide1 to ensure a consistent and fair process among candidates. An interview guide should include:
- An introduction that explains how you will spend your time during the interview and introduces interview panel members.
- Questions based on the requirements of the job. Do not include questions that aren’t relevant (i.e., “If you were a tree, what kind of tree would you be?”) or that are personal and could infringe on human rights legislation (i.e., “What kind of disability do you have?” or “Are you married?”).
- A scoring matrix with a rating of 1-5 for each answer to a question.
- Closing (provide any additional information about the job and organization and information about next steps)
I established an interview panel consisting of two to three interviewers to help reduce the impact of unconscious bias in the hiring process:
- This should include the hiring manager and one or two additional interviewers. These could be a manager from another area of your organization or a person on the team that the new hire will work with.
- Include diversity on your interview panel. Diversity can mean experience, role within your organization, age, ethnicity, gender, sexual orientation, disability, etc.
I prepared my interviewers for success:
- Interviewers should be trained on interview techniques and the legal do’s and don’ts of interviewing.
- Ensure that interviewers understand the job, the essential required skills (bona fide occupational requirements), and what you are looking for in a new hire (how they will complement the team and add to it).
- Your interviewers should be your best ambassadors regarding your values and culture, including your commitment to IDEA (inclusion, diversity, equity and accessibility).
Use these Hire for Talent tools:
Stage 2: Setting Up the Interview
Part One
When I called or emailed the candidate to arrange the interview, I:
When I called or emailed the candidate to arrange the interview, I:
- Provided them with options for dates and times to meet.
- Informed them how long the interview will be, the format (virtual, telephone, or in person), and who they will be meeting (the names and positions of the interviewers)
- If the interview is in person, I let them know about transit and parking
- If the interview is virtual, I sent them a link to Zoom, Teams, etc. and asked if they are familiar with that technology.
Part Two
When I called or emailed the candidate to arrange the interview I:
When I called or emailed the candidate to arrange the interview I:
- Asked the candidate if they require an adjustment or an accommodation due to a disability. In Canada, there is a Legal Duty to Accommodate for any job candidate or employee.
- An adjustment or accommodation could be a wheelchair accessible meeting room, assistive technology for a telephone or virtual interview, or a quiet location free of distractions. Any costs associated with accommodation must be paid for by the potential employer.
I considered sending the interview questions to the candidates in advance. This inclusive practice allows candidates to prepare their answers in advance and can help reduce anxiety.
Use these Hire for Talent tools:
Stage 3: Selection
Interviews: Telephone Screening
NOTE: if you have a small number of applicants on your shortlist, you might skip this step.
- Once you have a shortlist, conducting a first screening interview by telephone can be helpful. This could be 20 to 30 minutes, and questions should include assessing if the applicant has the basic requirements for the job and their ability to work the required hours.
- The purpose is to create a smaller list for the second round of interviews.
NOTE: if you have a small number of applicants on your shortlist, you might skip this step.
Interview – Behavioural Based Questions:
A traditional interview is in person or virtual (via Zoom, for example), and consists of an interview panel using an interview guide with behavioural based questions (“tell me about a time that you…”) and a scoring matrix (a scale of 1-5). This is usually about one hour in length.
A traditional interview is in person or virtual (via Zoom, for example), and consists of an interview panel using an interview guide with behavioural based questions (“tell me about a time that you…”) and a scoring matrix (a scale of 1-5). This is usually about one hour in length.
Interview – Working Interview:
A working interview is where the interviewer shows the candidate how to do part of the job and then asks them to show you how to do it.
In some cases, this can be a more effective way to evaluate a candidate’s ability to do a job. For example, someone who is Autistic may struggle with behavioural based interview questions but can demonstrate how they would complete tasks.
Often, a working interview happens in conjunction with a job developer/employment counsellor from a disability employment services organization and the client who is applying for the job. A job developer/employment services counsellor can support the employer with this process.
Note: This may be called a working interview, but the candidate should not be doing actual work. If they are, then they must be paid for it.
A working interview is where the interviewer shows the candidate how to do part of the job and then asks them to show you how to do it.
In some cases, this can be a more effective way to evaluate a candidate’s ability to do a job. For example, someone who is Autistic may struggle with behavioural based interview questions but can demonstrate how they would complete tasks.
Often, a working interview happens in conjunction with a job developer/employment counsellor from a disability employment services organization and the client who is applying for the job. A job developer/employment services counsellor can support the employer with this process.
Note: This may be called a working interview, but the candidate should not be doing actual work. If they are, then they must be paid for it.
Interview Notes:
Notes written in an interview guide about a candidate should be fact-based and not subjective or irrelevant to the job (i.e., do not include comments like “candidate seems odd” or “married and has kids”)
Notes written in an interview guide about a candidate should be fact-based and not subjective or irrelevant to the job (i.e., do not include comments like “candidate seems odd” or “married and has kids”)
Evaluation:
I used the same objective evaluation criteria in each candidate's interview guide.
After each interview, interviewers completed their interview notes and rating matrix first while impressions were still fresh in their minds, then debriefed together once that was complete.
I used the same objective evaluation criteria in each candidate's interview guide.
After each interview, interviewers completed their interview notes and rating matrix first while impressions were still fresh in their minds, then debriefed together once that was complete.
Testing:
Only use testing if it will assess skills that are bona fide occupational requirements. For example, don’t conduct a typing speed test if the job does not require it.
Only use testing if it will assess skills that are bona fide occupational requirements. For example, don’t conduct a typing speed test if the job does not require it.
Background Checks:
Reference checks:
Credit and Criminal Records Checks:
Reference checks:
- Collect two to three references.
- Accept both previous employers as well as from volunteer experience.
- If you conduct the references yourself, use a reference guide. Like an interview guide, it will contain questions related to the candidate’s previous work experience and ensure consistency in the information that you collect.
Credit and Criminal Records Checks:
- Some jobs will require one or both types of pre-employment checks.
- Consider that if someone has been unemployed, is new to the country, or has faced financial hardships, they may have a low (or no) credit rating.
- Only conduct these checks if they are essential (i.e., the job is working with children or vulnerable adults)
Declining Candidates:
- I contacted any candidates who will not be moving forward in the selection process in a timely manner.
- If the application was online and no interview has taken place, it’s OK to send an email response.
- If an interview took place (either on a telephone screen or in person/virtual), whenever possible, it is best to decline the candidate with a phone call.
- I thanked them for their application, time, and considering my organization as a possible employer.
- I advised them that we are considering other candidates whose experience and skills are a closer fit to the requirements of the job.
- If they asked for feedback, I provided constructive advice. For example, any education or specific experience that would help them gain this sort of work in the future.
- I was respectful. How you decline a candidate reflects on your employer brand and your organization’s reputation.2
Use these Hire for Talent tools:
The following scripts can be used to arrange a telephone screening interview, an in-person/virtual interview with a hiring manager and panel, and a working interview. Adapt each script so that it suits the culture of your organization while still prioritizing inclusion, diversity, equity, and accessibility.
Telephone Interview
In Person/Virtual Interview
Working Interview
Download
Telephone Interview
| Script | Inclusive Elements |
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A warm welcome sets the right tone at the start. |
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If possible, provide options for interview times and be flexible if the candidate has restrictions such as current employment hours that they need to work around for an interview. |
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Providing the candidate with details about the format and timing of the interview allows them to prepare. |
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Ask all candidates if they require an accommodation during the interview. If the candidate asks what an accommodation is you can say, “Sometimes a person with a disability might need an adjustment to the interview process. An example of this is an ASL interpreter.” A person with a disability will likely know what you mean and will advise you if something is required. Note: If assistive technology is required, this must be paid for by the employer and not the candidate. |
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Reconfirm the details with the candidate. |
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Provide the opportunity to ask questions about logistics or format. |
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Wrap up the call on a positive and friendly note. |
In Person/Virtual Interview
| Script | Inclusive Elements |
|
A warm welcome sets the right tone at the start. |
|
If possible, provide options for interview times and be flexible if the candidate has restrictions such as current employment hours that they need to work around for an interview. |
|
Providing the candidate with details about the format and timing of the interview allows them to prepare. |
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Advise the candidate about how to get to the interview location and tell them about things like transit and parking. If parking requires payment, let them know this. If possible, reimburse them for their parking. Let them know if they need to bring anything with them. |
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Ask all candidates if they require an accommodation during the interview. If the candidate asks what an accommodation is you can say, “Sometimes a person with a disability might need an adjustment to the interview process. An example of this is an ASL interpreter.” A person with a disability will likely know what you mean and will advise you if something is required. Note: If assistive technology is required, this must be paid for by the employer and not the candidate. |
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Reconfirm the details with the candidate. |
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Provide the opportunity to ask questions about logistics or format. |
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Wrap up the call on a positive and friendly note. |
Working Interview
| Script | Inclusive Elements |
|
A warm welcome sets the right tone at the start. |
|
If possible, provide options for interview times and be flexible if the candidate has restrictions such as current employment hours that they need to work around for an interview. |
|
Providing the candidate with details about the format and timing of the interview allows them to prepare. |
|
Advise the candidate about how to get to the interview location and tell them about things like transit and parking. If parking requires payment, let them know this. If possible, reimburse them for their parking. Let them know if they need to bring anything with them. |
|
Ask all candidates if they require an accommodation during the interview. If the candidate asks what an accommodation is you can say, “Sometimes a person with a disability might need an adjustment to the interview process. An example of this is an ASL interpreter.” A person with a disability will likely know what you mean and will advise you if something is required. Note: If assistive technology is required, this must be paid for by the employer and not the candidate. |
|
Reconfirm the details with the candidate. |
|
Provide the opportunity to ask questions about logistics or format. |
|
Wrap up the call on a positive and friendly note. |
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Via Email:
Dear XXXX,
Thank you for your application to the administrator job opening. We are currently considering other applicants. We wish you the best of luck in your job search.
Sincerely,
XXXX
Via Telephone:
“Thank you for your application for the [job position or title]. We really appreciate your interest in joining our organization and that you decided to invest the time and effort into interviewing with us. We interviewed a few candidates for this position. Though your resume and experience were impressive, we have decided to move forward with a candidate whose qualifications are better suited to this role.
Thank you again, NAME. We wish you all the best in your job search!”
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Dear XXXX,
Thank you for your application to the administrator job opening. We are currently considering other applicants. We wish you the best of luck in your job search.
Sincerely,
XXXX
Via Telephone:
“Thank you for your application for the [job position or title]. We really appreciate your interest in joining our organization and that you decided to invest the time and effort into interviewing with us. We interviewed a few candidates for this position. Though your resume and experience were impressive, we have decided to move forward with a candidate whose qualifications are better suited to this role.
Thank you again, NAME. We wish you all the best in your job search!”
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Stage 4: Job Offer
Before you call the candidate to present a job offer, make sure that you have the following information ready:
- Salary or hourly rate of pay plus any additional bonus structures or profit share
- Benefits package (if eligible)
- Proposed start date and time (this might require some negotiation if the person needs to give notice at a current employer)
- Work location
- Details about uniform or dress code
I called the candidate and presented a verbal offer.
You might present an offer that is conditional based upon successful completion of references and other background checks if needed.
You might present an offer that is conditional based upon successful completion of references and other background checks if needed.
I prepared and sent a written letter of offer via email. The letter should include:3
- A brief overview of the position
- Job title and manager/supervisor
- Job details such as the start date, salary, work schedule
- Employment benefits
Date
Dear XXXX,
We were all very excited to meet and get to know you over the past few days. We have been impressed with your background and would like to formally offer you the position of [Job_title]. This is a [full/part] time position [mention working days and hours.] You will be reporting to the head of the [Department_name] department.
We will be offering you an annual gross salary of [$X] and [mention bonus programs, if applicable.] You will also have [mention benefits as per company policy, like health and insurance plans, corporate mobile or travel expenses] and [X] days of paid vacation per year. [optional: I am attaching a letter with more details about your benefits and compensation plan.]
Your expected starting date is [date.] You will be asked to sign [mention agreements, like confidentiality, nondisclosure and non-compete] at the beginning of your employment. We would like to have your response by [date.] In the meantime, please feel free to contact me or [Manager_name] via email or phone on [provide contact details], should you have any questions.
We are all looking forward to welcoming you to our team!
Best regards,
[your name]
[Signature]
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Dear XXXX,
We were all very excited to meet and get to know you over the past few days. We have been impressed with your background and would like to formally offer you the position of [Job_title]. This is a [full/part] time position [mention working days and hours.] You will be reporting to the head of the [Department_name] department.
We will be offering you an annual gross salary of [$X] and [mention bonus programs, if applicable.] You will also have [mention benefits as per company policy, like health and insurance plans, corporate mobile or travel expenses] and [X] days of paid vacation per year. [optional: I am attaching a letter with more details about your benefits and compensation plan.]
Your expected starting date is [date.] You will be asked to sign [mention agreements, like confidentiality, nondisclosure and non-compete] at the beginning of your employment. We would like to have your response by [date.] In the meantime, please feel free to contact me or [Manager_name] via email or phone on [provide contact details], should you have any questions.
We are all looking forward to welcoming you to our team!
Best regards,
[your name]
[Signature]
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Stage 5: Wrapping It All Up
I collected interview notes and background checks from all candidate interviews and stored them securely (and confidentially) for up to three years.
For future reflection and planning:
- What worked well throughout the attraction, recruitment and section process?
- What areas could be improved?
- Was a candidate from an underrepresented background (i.e., diversity group) selected? If not, what were the barriers?
- How can the organization increase the selection of diverse candidates in the future?
This tool was developed in collaboration with
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