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Short listing

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Ramon Quibete Jr.
Ramon Quibete Jr.

The document discusses the process of shortlisting candidates during the recruitment and selection process. Shortlisting involves identifying a manageable number of candidates who are best suited for a position based on pre-determined criteria. The key steps are to apply fair selection criteria aligned with job requirements, conduct a thorough evaluation of candidates using tools like scoring matrices, ensure documentation of the process and outcomes, and notify unsuccessful candidates in a timely manner through letters of regret. Shortlisting aims to reduce a large applicant pool to a shortlist of qualified candidates who can then progress to the interview stage of selection.

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Recruitment and Selection Short listing
Short listing - is the process of deciding which applicants should be followed up with an interview and which applicants can be immediately ruled out.
What is the purpose of short listing - after having completed the process and eliminated those applicants that do not meet the basic requirements, the next objective should be to identify a manageable size (pool) of applicants (a short-list) who are best suited to fill the position successfully and from whose ranks the most suitable candidate(s) is/are to be selected.
Figure 4 Short-listing: A breakdown of activities Apply short-listing criteria & shortlist successful candidates Line management Assisted by HR Component & overseen by Selection Committee Letters of regret Obtain approval for shortlist & commence Non-short-listed candidates Line management with final selection put on record Assisted by Selection committee Line management HR Component Assisted by HR Component Assisted by HR Component
Principles apply to the short-listing process are basically the same as those for the screening process and entail the following: A fair set of short-listing criteria should apply, with the sole purpose of identifying a pool of best suited candidates for a specific position. Short-listing criteria must be in line with the job content and appointment, as well as advertised requirements so that applicants shortlisted are clear on the criteria that apply in a consistent manner.
Any waivers (i.e. applicants being short-listed without meeting short- listing requirements) should be fully motivated, approved and be properly documented. A declaration of a conflict interest should be made if any candidate is related to or a friend of an official involved in the short-listing process, together with steps taken to uphold fairness, equality and objectivity, if such relationship exist. The various activities of the short-listing process should be documented and put on record.
How can discrimination be avoided in practice as far as short-listing is concerned I. Avoid a tendency to select applicants similar to oneself - shortlisting should be conducted in a neutral and objective manner. Pertinent in this regard is to take care not to shortlist applicants who are similar (in race, gender, age, etc.) to oneself.
II. Identify selection criteria with circumspection - the selection criteria used in this phase of the selection process should be clearly specified and should only relate to the job content and the minimum prescribed entry requirements for careers in the Public Service.
Important short-listing issues I. May short-listing be used to reduce a vast number of applications to a manageable size? - as stated, the primary objective of the short-listing process is to reduce the number of qualifying applicants to a manageable size for purposes of selecting the most suitable candidate.
II. Is it necessary to apply a fixed set of selection criteria for short-listing purposes? - to be fair and objective in short-listing candidates, it is essential that a fixed set of selection criteria be applied in terms of each and every candidate that was screened successfully.
III. What can be used as selection criteria for short-listing purposes? Criterion 1: Successful screening of candidates - only candidates that were successfully screened should be taken into account for purposes of short-listing.
Criterion 2: The level of qualifications and competencies ( A higher level may be viewed as a more favorable consideration.) - to be short-listed, a candidate should at least meet the minimum appointment, as well as advertised requirements in respect of qualifications and competencies.
Criterion 3: The relevancy of qualifications and competencies ( A higher relevancy may be viewed as a more favorable consideration) - in order to be short-listed, the qualifications and competencies of a candidate should be relevant. The more relevant qualifications and competencies of applicants are, the more favorable their candidature to the employer.
IV. May selection criteria that were not specified in the advertisement be utilized for short-listing purposes? - for example, may formal qualifications or non-tertiary professional knowledge that are at a higher level as the minimum advertised, be given a more favorable consideration for short-listing purposes than the minimum required? If it is accepted that the objective is to appoint the most suitable candidate, it stands to reason that a higher level and higher relevancy of qualifications and competencies will be more favorable to the employer, as long as these are linked to the job content, and do not work against affirmative action and employment equity objectives.
V. Who should be responsible for the short-listing of candidates? - since short-listing requires an in-depth knowledge of the advertised position, line management and selection committee needs to be involved first-hand in the process of short-listing candidates.
VI. May a standardized format be utilized to assist in short- listing? - the utilization of a standardized format (such as SCORING MATRIX has the same advantages and disadvantages as mentioned under screening of applicants. Information gleaned from application forms and CVs should be used for scoring candidates by utilizing the SCORING MATRIX, which should produce a SHORT-LISTING SCORE for each applicant. A realistic cut-off point should then be determined to assist with identifying a manageable pool of candidates for interviewing purposes.
VII. What are the steps that should be followed in ensuring the accountable short-listing of candidates? 1. Keep a list of all applicants considered for short-listing on which important information is captured. List of applicants for short-listing purposes: names of applicants considered for short-listing outcome of short-listing process notification of applicants not short-listed
2. Identify fair short-listing criteria Possible short-listing criteria: applicants must have been successfully screened the level of qualifications and competencies (knowledge, skills and, if required, experiences) the relevancy of qualifications and competencies (knowledge, skills and, if required, experience)
3. Ensure that the criteria are: aligned towards identifying a pool if applicants who are best suited for the post; and in line with the advertised requirements as well as the job content.
4. Ensure that the advertised requirements provide for the assessment of potential by making provision for non-tertiary professional knowledge obtained. Advertisements: An advertisement can typically be worded as follows: - skills, knowledge and expertise acquired through means other than formal qualifications will also be considered. Applicants have to fully elaborate on the level of such and how these were acquired in their CVs.
5. Demonstrate that a fair short-listing process was applied by conducting a thorough paper exercise for example, by utilizing the SCORING MATRIX for each applicant. Outcome of the short-listing process: Applicant short-listed? Yes No
6. Ensure that unsuccessful candidates are notified in due time by utilizing a letter of regret. Letter of regret: I regret to inform you that your application for the above- mentioned post was not successful.
7. Ensure that all relevant information is put on record. Documentation to be put on record: copy of the advertisement application form certificates CV outcome of screening process outcome of short-listing process letter of regret.
VIII. Should the outcome of the short-listing process be put on record? - short-listing of candidates is an important decision-making activity that forms part of the total selection process. This activity also has an important impact on the rights and expectations of applicants, the process should be managed in a responsible and accountable manner. It is important that it too be documented and put on record.
IX. May letters of regret be forwarded to applicants after short-listing is finalized? - As mentioned earlier, applicants should be notified as soon as possible about the outcome of their application for a position.
END

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Short listing

  • 2. Short listing - is the process of deciding which applicants should be followed up with an interview and which applicants can be immediately ruled out.
  • 3. What is the purpose of short listing - after having completed the process and eliminated those applicants that do not meet the basic requirements, the next objective should be to identify a manageable size (pool) of applicants (a short-list) who are best suited to fill the position successfully and from whose ranks the most suitable candidate(s) is/are to be selected.
  • 4. Figure 4 Short-listing: A breakdown of activities Apply short-listing criteria & shortlist successful candidates Line management Assisted by HR Component & overseen by Selection Committee Letters of regret Obtain approval for shortlist & commence Non-short-listed candidates Line management with final selection put on record Assisted by Selection committee Line management HR Component Assisted by HR Component Assisted by HR Component
  • 5. Principles apply to the short-listing process are basically the same as those for the screening process and entail the following: A fair set of short-listing criteria should apply, with the sole purpose of identifying a pool of best suited candidates for a specific position. Short-listing criteria must be in line with the job content and appointment, as well as advertised requirements so that applicants shortlisted are clear on the criteria that apply in a consistent manner.
  • 6. Any waivers (i.e. applicants being short-listed without meeting short- listing requirements) should be fully motivated, approved and be properly documented. A declaration of a conflict interest should be made if any candidate is related to or a friend of an official involved in the short-listing process, together with steps taken to uphold fairness, equality and objectivity, if such relationship exist. The various activities of the short-listing process should be documented and put on record.
  • 7. How can discrimination be avoided in practice as far as short-listing is concerned I. Avoid a tendency to select applicants similar to oneself - shortlisting should be conducted in a neutral and objective manner. Pertinent in this regard is to take care not to shortlist applicants who are similar (in race, gender, age, etc.) to oneself.
  • 8. II. Identify selection criteria with circumspection - the selection criteria used in this phase of the selection process should be clearly specified and should only relate to the job content and the minimum prescribed entry requirements for careers in the Public Service.
  • 9. Important short-listing issues I. May short-listing be used to reduce a vast number of applications to a manageable size? - as stated, the primary objective of the short-listing process is to reduce the number of qualifying applicants to a manageable size for purposes of selecting the most suitable candidate.
  • 10. II. Is it necessary to apply a fixed set of selection criteria for short-listing purposes? - to be fair and objective in short-listing candidates, it is essential that a fixed set of selection criteria be applied in terms of each and every candidate that was screened successfully.
  • 11. III. What can be used as selection criteria for short-listing purposes? Criterion 1: Successful screening of candidates - only candidates that were successfully screened should be taken into account for purposes of short-listing.
  • 12. Criterion 2: The level of qualifications and competencies ( A higher level may be viewed as a more favorable consideration.) - to be short-listed, a candidate should at least meet the minimum appointment, as well as advertised requirements in respect of qualifications and competencies.
  • 13. Criterion 3: The relevancy of qualifications and competencies ( A higher relevancy may be viewed as a more favorable consideration) - in order to be short-listed, the qualifications and competencies of a candidate should be relevant. The more relevant qualifications and competencies of applicants are, the more favorable their candidature to the employer.
  • 14. IV. May selection criteria that were not specified in the advertisement be utilized for short-listing purposes? - for example, may formal qualifications or non-tertiary professional knowledge that are at a higher level as the minimum advertised, be given a more favorable consideration for short-listing purposes than the minimum required? If it is accepted that the objective is to appoint the most suitable candidate, it stands to reason that a higher level and higher relevancy of qualifications and competencies will be more favorable to the employer, as long as these are linked to the job content, and do not work against affirmative action and employment equity objectives.
  • 15. V. Who should be responsible for the short-listing of candidates? - since short-listing requires an in-depth knowledge of the advertised position, line management and selection committee needs to be involved first-hand in the process of short-listing candidates.
  • 16. VI. May a standardized format be utilized to assist in short- listing? - the utilization of a standardized format (such as SCORING MATRIX has the same advantages and disadvantages as mentioned under screening of applicants. Information gleaned from application forms and CVs should be used for scoring candidates by utilizing the SCORING MATRIX, which should produce a SHORT-LISTING SCORE for each applicant. A realistic cut-off point should then be determined to assist with identifying a manageable pool of candidates for interviewing purposes.
  • 17. VII. What are the steps that should be followed in ensuring the accountable short-listing of candidates? 1. Keep a list of all applicants considered for short-listing on which important information is captured. List of applicants for short-listing purposes: names of applicants considered for short-listing outcome of short-listing process notification of applicants not short-listed
  • 18. 2. Identify fair short-listing criteria Possible short-listing criteria: applicants must have been successfully screened the level of qualifications and competencies (knowledge, skills and, if required, experiences) the relevancy of qualifications and competencies (knowledge, skills and, if required, experience)
  • 19. 3. Ensure that the criteria are: aligned towards identifying a pool if applicants who are best suited for the post; and in line with the advertised requirements as well as the job content.
  • 20. 4. Ensure that the advertised requirements provide for the assessment of potential by making provision for non-tertiary professional knowledge obtained. Advertisements: An advertisement can typically be worded as follows: - skills, knowledge and expertise acquired through means other than formal qualifications will also be considered. Applicants have to fully elaborate on the level of such and how these were acquired in their CVs.
  • 21. 5. Demonstrate that a fair short-listing process was applied by conducting a thorough paper exercise for example, by utilizing the SCORING MATRIX for each applicant. Outcome of the short-listing process: Applicant short-listed? Yes No
  • 22. 6. Ensure that unsuccessful candidates are notified in due time by utilizing a letter of regret. Letter of regret: I regret to inform you that your application for the above- mentioned post was not successful.
  • 23. 7. Ensure that all relevant information is put on record. Documentation to be put on record: copy of the advertisement application form certificates CV outcome of screening process outcome of short-listing process letter of regret.
  • 24. VIII. Should the outcome of the short-listing process be put on record? - short-listing of candidates is an important decision-making activity that forms part of the total selection process. This activity also has an important impact on the rights and expectations of applicants, the process should be managed in a responsible and accountable manner. It is important that it too be documented and put on record.
  • 25. IX. May letters of regret be forwarded to applicants after short-listing is finalized? - As mentioned earlier, applicants should be notified as soon as possible about the outcome of their application for a position.
  • 26. END