Recruitment Toolkit 3: Interview Preparation & Process

In-person interviews (the default)

The University conducts the majority of interviews in person. The majority take place in the interview boardrooms in DCU People on the Glasnevin and St Patrick's campuses, to ensure appropriate facilities and a consistent experience for candidates and Boards. Interviews may occasionally be held in other venues, subject to DCU People approval.

Preliminary interviews

Preliminary interviews can be conducted for any role. They are not mandatory; the decision is usually taken after shortlisting (though it can be taken at the outset) in conjunction with the Hiring Manager and DCU People. They serve two main purposes: reducing the number of candidates for a full Board interview, and giving the Hiring Manager a second opportunity to assess candidates.

Purpose

• An extension of the shortlisting process, particularly for roles attracting a high volume of candidates.
• An opportunity to explore technical expertise and for the candidate to provide more information.
• An opportunity to validate the information provided in the application.

What they cover, duration and board

• Areas covered: biography and technical skills / relevant experience; role context and any questions the candidate has about the role.
• Duration: approximately 30 minutes, depending on the level of the role.
• Board: at least two Board members; gender balance is strongly recommended.

Process

• Preliminary interviews can be conducted via Zoom.
• As with any interview, the Board should be fair and consistent with all candidates.
• Notes should be taken to provide feedback and evidence for selection / de-selection.
• Appropriate notice should be given — at least 3 working days.

Roles and responsibilities

• Organisation is normally done locally, i.e. by the Hiring Manager in their area.
• DCU People provides a correspondence template for the Hiring Manager to issue to candidates, and issues follow-up correspondence after the outcomes.
• DCU People can sit on preliminary interviews if requested, and will normally do so for senior-level roles (P8/Professor or above). Exceptions can be made where appropriate.

Remote interviews

Remote interviews are normally used only for external candidates based abroad. They should not normally be used for external candidates based in Ireland, except in exceptional circumstances.

A remote interview is normally facilitated only after a successful test call has been conducted by DCU People with the candidate in advance of the interview date. The test call should take place during normal business hours (Irish time).

Second-round (in-person) interview

If an interview is not conducted in person, a second interview will normally need to be convened in person before an appointment can be recommended. For relevant academic roles, an in-person teaching presentation may be required with a reconvened interview Board.

Exceptions

Interviews can be conducted remotely (usually via Zoom) and a recommendation for appointment progressed, for the following:

• Research roles — Senior Research Fellow, Research Fellow, Postdoctoral Researcher, Research Assistant, and Research Fellowship appointments (see Research Recruitment).
• Single non-competitive interviews.
• Roles of less than 12 months in duration.
• Heads of School and/or Associate Dean — subject to Executive Dean approval.
• Single interviews for internal candidates.

Maximum number of candidates per day

To protect the interview process and ensure fairness to both candidates and Board members, the following maximum candidate limits are recommended in most circumstances:

• A maximum of six candidates for in-person interviews on any given day.
• A maximum of four candidates, or four hours in duration, for Zoom interviews.

Scheduling guidelines

The Talent Team will agree the interview schedule with you. The schedule is arranged so that adequate attention is given to each candidate, and every effort is made to adhere to the overall timetable to avoid candidates waiting.

The Talent Team advises all candidates of interview times and any other arrangements, bearing in mind the need for adequate notice to prepare for the interview and for any requirements such as presentations.

Indicative interview durations

Durations vary with the level of the role. The table below is a guideline for scheduling.

The composition of the proposed Board is approved by your DCU People Partner before the interview proceeds, in line with the Recruitment and Selection Policy. The table below is a guideline for required Board compositions by role type; it is not exhaustive. If in doubt, consult your DCU People Partner. The gender balance requirement applies throughout.

Conflict of interest

It is essential that the recruitment and selection process is open, transparent and fair. Where a Board member has a potential conflict of interest because of a personal or other relationship with a candidate, this must be made known to the Chair, the other Board members, and DCU People in advance of the interview. In particular circumstances, the Board may decide that the involvement of the individual would undermine the fair and balanced application of the relevant procedures.

Recruitment and selection training

All Board members must complete the Recruitment Skills — Interviewing and Unconscious Bias online training before sitting on a Board. The training ensures Board members understand:

• the DCU recruitment and selection process;
• preparing a job vacancy advertisement and identifying selection criteria;
• the potentially damaging impact of unconscious bias during the selection process;
• how to prepare for and conduct a quality interview;
• using effective questioning techniques;
• making evidence-based decisions;
• equality and Freedom of Information legislation relevant to the selection process.

Sourcing external Board members

External Board members will ideally attend in person but may attend via Zoom on a case-by-case basis. Sourcing an external expert can take time — identify and approach candidates early in the process.

All staff members involved in the recruitment and selection process are required to complete the Recruitment Skills – Interviewing and Unconscious Bias online training. This training ensures Selection Board members will have an understanding of:

• DCU Recruitment and Selection process;
• Preparing a job vacancy advertisement and identifying selection criteria;
• Potentially damaging impact of Unconscious Bias during the selection process;
• How to prepare for and conduct a quality interview;
• Using effective questioning techniques;
• Making evidence-based decisions;

• Information on Equality and Freedom of Information legislation relevant to the selection   process.

   

References provide useful additional information concerning candidates and can significantly aid recruitment recommendations and decisions. Referees should always be persons with current knowledge of the candidate, are contacted and provided with copies of the advertisement and the job description and are asked to provide their opinion of the candidate’s suitability for the post. HR will circulate the references to all members of the Selection Board, if received in advance of the interview date.

Procedures for References

Written references will be sought prior to the final interview for all candidates for all academic grades positions and professional grades of Professional 6 or higher subject to candidates permission. 

Candidates for positions will only be formally offered a position on receipt of three written references (including one from the current employer) to the DCU People Department which are deemed satisfactory to the University.

References will be shared on the drive accompanying the interview book.

Teaching assessment (Assistant and Associate Professor posts)

Candidates must achieve a satisfactory grading in the teaching assessment to be considered eligible for appointment.

Procedures

• Each candidate is advised at the formal invite stage that a presentation is required.
• The topic is decided by the Hiring Manager and should be clear and concise so it is not misinterpreted.
• Candidates are given adequate time to prepare in advance of the interview.
• The presentation is typically 10 minutes in duration.
• Candidates forward their teaching presentation to DCU People ahead of the assessment.
• The same interview Board assesses both the presentation and the interview.

Remote teaching assessments

Ideally candidates deliver the teaching assessment in person. If a candidate is interviewed remotely (via Zoom), they may deliver the presentation online — in which case a second interview will need to be convened in person to confirm the appointment.

Presentations for other senior posts

Candidates for Professor / Full Professor or Professional / Technical posts may also be required to deliver a presentation, the nature of which is determined for the particular post.

References

References provide useful additional information about candidates and can significantly aid recommendations and decisions. Referees should be persons with current knowledge of the candidate; they are provided with copies of the advertisement and job description and asked for their opinion of the candidate's suitability. DCU People circulates references to all Board members if received in advance of the interview date.

Procedure

• Written references are sought before the final interview for all academic-grade positions and professional grades of P6 or higher, subject to the candidate's permission.
• Candidates are only formally offered a position on receipt of three satisfactory written references (including one from the current employer) by DCU People.
• References are shared on the drive accompanying the interview book.

Interview book

Prior to the interview, DCU People prepares and shares an interview book online with each Board member, including:

• a copy of the advertisement, job description and selection criteria for the post;
• a schedule of all candidates called for interview;
• a copy of the application material submitted by each candidate, with referees' reports if received;
• an Interview Assessment Form for each candidate;
• a Staff Selection Form for signature by the Board members.

Venue and facilities

DCU People ensures adequate physical and online facilities are available to aid the interview and create a good first impression of the University. Physical facilities should include an appropriate interview room and a private waiting room.

Interview structure

The structure below provides a positive candidate experience.

Introduction

• DCU People collects the candidate from the waiting room.
• The Chair thanks the candidate, introduces each Board member by name and title.
• The Chair outlines the interview structure, including when the candidate can ask questions and how long the interview is expected to last.

Presentation / teaching assessment (if applicable)

• Allow time for the candidate to issue any handouts.
• Advise that the assessment is timed and that they will be notified when their time is up.

Interview questions

• Each Board member asks questions on their designated area, as agreed in advance.
• Keep questions clear and relevant.
• Do not interrupt the candidate when they are answering.

Q&A

• Gives the candidate time to ask questions or add any points they did not get to make.
• An important element — this is the candidate's assessment of DCU and the School/Unit.
• Manage expectations in your answers.

Wrap up

• Thank the candidate for attending.
• Provide details on the timeline and next steps.

Types of interview questions

Be aware of the types of question and how they assess candidates. Take care that no question could be construed as potentially discriminatory under the nine grounds covered by the Employment Equality Acts.

Situational questions

Based on specific scenarios connected to the role. Examples: "Tell me about a time you went above and beyond your job duties"; "Tell me about a time you had to make an unpopular decision".

Competency-based questions

Used to assess specific attributes, knowledge and behaviours, aligned with the DCU competency framework. Examples: "Describe a situation where you had to explain something complex to a colleague or client — what problems did you encounter and how did you deal with them?"; "Describe a time when you faced resistance or negativity and how you responded".

Behavioural questions

Allow Board members to understand future behaviours based on past experience. Examples: "Have you ever made a mistake? How did you handle it?"; "Give an example of how you set goals".

Questions to avoid

• Closed-ended questions — these lead to a short yes/no answer (e.g. "Do you have teaching experience?").
• Leading questions — these imply or suggest the answer (e.g. "Do you agree that DCU is the top University in Ireland?").

Role of the Chair

The Chair (normally the Executive Dean / Head of School/Unit) manages the interview as set out in the Recruitment and Selection Policy. In addition, the Chair:

• coordinates the Board's assessment and seeks agreement on the rank order of appointable candidates;
• identifies whether one or more candidates are appointable and in what ranking order;
• ensures, with the DCU People representative, that the Board's decision and rationale are clearly recorded in the relevant sections of the interview book (see Decision & Documentation).

Role of all Board members

Beyond the assessment role set out in the policy, each Board member:

• ensures they have completed interview and unconscious bias training, and treats each candidate fairly and consistently (e.g. removing laptops and phones from the boardroom table);
• participates in the briefing discussion prior to interview;
• gives prior consideration to the areas to be addressed, so all interviewees are similarly assessed;
• is familiar with the full details of all candidate applications;
• asks appropriate questions (which may be agreed in advance with the Chair) based on the job description criteria;
• listens attentively and documents key points;
• articulates their assessment of each candidate against the agreed criteria, with evidence.

Documenting the selection decision

• The interview book provides a single source of information on the selection decision.
• The assessment and ranking of candidates must be based on all aspects of the selection process — written application, interview, presentation (if relevant) and any other testing, together with referees' reports — completing the Staff Selection Board Report Form in the Chair's interview book.
• Supporting evidence must be clearly and comprehensively documented. The completed Staff Selection Board Report Form lists, in rank order, those candidates deemed suitable for appointment. The Chair's report should also contain statements on all interviewed candidates (normally referring explicitly to the strong and weak points of each, as agreed by the Board). All Board members sign the Staff Selection Board Report Form.
• The Chair completes the Interview Assessment Form for each candidate, collating feedback from all Board members, and uploads it to the shared drive with any other relevant documentation including notes taken during interviews. Board members may also complete their own form if they wish.

Note taking during the interview

It is important that notes are taken throughout an interview to document details.

• Notes should be factual and contain no reference to personal details or to the nine protected grounds under the Employment Equality Acts.
• Notes are useful for deliberations when referring to how a candidate answered questions.
• Any notes taken during the interview should be given to DCU People at the end of deliberations.
• All Board members should be aware that any notes they take are discoverable under Freedom of Information legislation, and can be requested by candidates under Freedom of Information and GDPR legislation.

Confirmation of Appointment Process for Research Fellowships

The University conducts a transparent, merit-based assessment for all candidates and normally fills vacancies of over 12 months' duration through open competition. In certain situations, where appropriate, the University allows flexibility in the form of assessment and may conduct a single confirmation of appointment process — allowing a single candidate to be assessed for a post.

This applies to a Research Fellowship, where the candidate under consideration is inextricably linked to the funding of a research award. A research fellowship grant is an amount paid to, or for the benefit of, a specific individual to aid them in the pursuit of study or research; the award is linked to the named individual alone and not to the institution.

The Confirmation of Appointment Process for Research Fellowships policy sets out the procedures involved in recruitment for Fellowship roles.

Remote interviews for research roles

Interviews for the following research roles can be conducted remotely (usually via Zoom) with a recommendation for appointment progressed, without a second in-person interview: Senior Research Fellow, Research Fellow, Postdoctoral Researcher, Research Assistant, and Research Fellowship appointments.

References for research grades

Written references are sought before the final interview for professional grades of P6 or higher, subject to the candidate's permission — see Assessments & References for the full procedure.

Toolkit 1 - Recruitment and Selection

Toolkit 2 - Advertising and Shortlisting

Toolkit 4 - Post Interview     

DCU Equality & Access Policy 

Recruitment and Selection Policy

DCU People Partner contact

Interview Assessment Form

Staff Selection Board Report Form

Recruitment Skills — Interviewing and Unconscious Bias training

Confirmation of Appointment Process for Research Fellowships policy