Scenario based tests

With this approach, you provide candidates with a brief outline of a simulated scenario/problem situation which combines several elements relevant to the role in question. This is an effective way to assess a candidate's competence in dealing with a specific part of the job. Examples include "in-tray tests" where candidates at any level can be given an in tray exercise in which they are required to prioritise the items in a typical day's workload and explain the reasons behind their decisions.
All tests should, where possible, be validated against a pre-agreed model answer.

Writing Tests

This test can be modified to suit the needs of the post. Options include providing a short background brief the asking candidates to provide different formats of written work subject to the level of responsibility within the role. For example you could provide some background information then ask candidates to provide a one paragraph summary for both (1) the Faculty Executive Board and (2) the Faculty Clerical Support Forum. This would help you assess their ability to communicate key information to different user groups.

Technical Skill Tests

For a wide range of jobs it may be relevant to include a technical skill relevant to the post. This will be highly specific to the needs of the job and may range from a word-processing test to a driving skills assessment to analysing data to laboratory work. In any situation, be aware that the test must be measuring an essential skill specified within the Person Specification.

Social interactions with candidates

Should you decide to build a social element into your selection action plan, eg. dinner or lunch with colleagues, within the department or off campus, you must be clear in advance of the purpose of the event. Agree at the planning stage whether the candidates will be assessed during these times, or not, and inform the candidates in advance of this. Also be aware of feedback from colleagues involved and what role this will play within the decision-making process. It is advisable not to seek opinion unless it is in a structured format and it relates directly to the candidates ability to do the role. As with all other elements of selection action, ensure that all candidates are offered the same opportunity to attend/participate and that you seek requests for any additional assistance, adjustments or requirements for each event.

Informing candidates of the selection action in advance

Candidates should always be informed of the details of all planned selection action when you email/write to candidates to invite them to attend. This communication must also invite the candidates to provide you with any adjustments or assistance that they may require to undertake the planned selection action due.

Candidates with disabilities

Candidates with disabilities may require additional assistance or adjustments to enable them to undertake your planned selection action. It is important that you ask all invited candidates if they require this support at invite stage, in order that you may have the necessary support in place in good time for the date planned for interview/selection action. Requests will vary according to the individual´s request eg additional time, particular equipment needs or room lay-out etc. Treat all requests for any adjustments or assistance as priority action and work with your customary HR contact to facilitate delivery

More specialist forms of assessment

The following forms of assessment are not currently in common use across the University. If you would like to explore these, or any other options, further please contact your customary HR contact in the first instance.

Group Tasks

The candidates can be given simulations of 'real' situations and asked to come up with a solution and action plan as a group within a specified time limit. It is the candidate's reaction and performance in the team, rather than the team's solution, which are the subject of the observer's assessment and evaluation. The observer would need to be familiar with methods of assessing group and individual behaviour and of current theories about team dynamics and roles

Psychometric and Aptitude Tests

The use of psychometric tests as measures of personality and ability is a complex and controversial issue. A wide variety of ready-made tests are available which measure several different areas of aptitude suitable to recruitment at varying levels of seniority. An individual's aptitude for verbal and numerical reasoning, and diagrammatic and spatial recognition can be assessed and some tests seek to place candidates on personality and attitudinal scales e.g. Saville and Holdsworth Occupational Personality Questionnaire and Watson-Glaser Critical Thinking Appraisal.
This form of testing is expensive and may only be purchased and administered by qualified individuals.

Assessment Centres

An assessment centre format combines a number of selection techniques together to create a carefully designed and thorough selection procedure lasting between 1 - 3 days. The variety of exercises used, their purpose, the criteria to be assessed and the weighting to be attached to them need careful consideration and analysis. This approach requires a large investment of time and specialist skill to be effective and the appropriateness of using this scale of selection exercise has to be considered carefully. It could be a useful option for large volume group recruitment.