Making an offer of appointment and feeding back to candidates
Understand the offer and appointment process in accordance with the recruitment and selection code of practice.
Making an offer and appointment
1) HR validate the terms of the offer
All prospective employees must be eligible to work in the UK, and must have satisfactory references. Other checks may also be required.
When defining the starting salary, HR will use the information from the recruiting manager together with the guidance on starting salaries.
The terms of the offer will be emailed to the recruiting manager, who can then contact the preferred candidate to make the offer.
2) Recruiting manager makes the job offer
The recruiting manager may only make an offer within the terms agreed with HR. If the preferred candidate does not accept the basis of the offer, the recruiting manager must seek further advice from HR. The recruiting manager must not deviate from the terms of the offer that has been agreed with HR.
Once the terms of the offer, including the starting date are agreed with the preferred candidate, the recruiting manager should inform HR.
3) HR notify all other candidates of outcome
HR will issue the contract and initiate the pre-employment processes and notify all other candidates of the outcome.
The nominated member of the Interview Panel should be prepared to offer feedback to shortlisted candidates.
4) Induction planning
The recruiting manager can start planning the induction process for their new member of staff.
Giving feedback to candidates
Increasingly people are encouraged to ask for feedback if they were not successful following interviews or even if they were not shortlisted.
Candidates are instructed to request feedback via the HR department. A member of the selection panel (normally the supervisor or line manager for the post) should be designated to give feedback if requested.
It is in the University’s interest to offer feedback to all internal candidates.
Ensure you have copies of scores and notes from the shortlist/interview panel (available from the appropriate HR Manager or HR Advisor).
Tips for feedback
Giving good feedback is a skilled task, therefore prepare well. If you have not done this before you may wish to practice with a colleague to test the impact of your words and tone.
It is not wise to give feedback purely from memory.
Decide beforehand what you will say to the candidate.
Keep the feedback relevant to the criteria, the job description and the person specification.
Keep your feedback accurate. Don’t make any statement that cannot be supported by evidence from the application form, the tests or the interview.
Do not disclose specific details of other candidates.
Do not disclose specific details of references.
Remember that it may have taken a lot of courage for the candidate to ask for feedback.
Try to make your feedback supportive. Highlighting strengths and help the candidate to identify their weaknesses and ways to remedy them.
It can be useful to open by asking the candidate what they saw as their strengths and weaknesses. This can show where a candidate has a misconception about their suitability for a post.
Try to be honest. If the candidate has a major weakness, it is better that they know about it. This is especially true of internal candidates.
Don’t overload candidates with too much feedback, for example keep to the 2 or 3 most important points.
Consider what medium is best to give the feedback: Email has the advantage that you can ensure you phrase your response carefully. It also means the candidate can read it carefully and reflect on it. However it does provide a permanent written record, you do therefore have to be very careful about what you write. Telephone feedback is unlikely to provide a permanent record (although candidates can make notes) but you can be encouraged by the candidate to say more than you had intended.