Shortlisting Candidates
The purpose of shortlisting is to identify applicants who best meet the essential and desirable criteria outlined in the Person Specification and who should therefore be invited to interview.
Those responsible for shortlisting should assess applications objectively, consistently, and solely against the criteria outlined in the Person Specification. Decisions should be based on evidence provided in the application and should not be influenced by personal opinions, assumptions, or irrelevant personal characteristics.
This approach helps ensure a fair, transparent, and legally compliant recruitment process while reducing the risk of discrimination and unconscious bias.
The Equality Act 2010 makes it unlawful for employers to discriminate against job applicants (and employees) because of a protected characteristic. Protected characteristics include age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation. These factors must not be considered during the shortlisting process.
The Equality Act 2010 permits employers to encourage applications from underrepresented or disadvantaged groups and allows positive action in recruitment and promotion in limited circumstances where this is lawful and proportionate.
What to Do
Shortlisting should be undertaken as soon as practicable after the closing date, taking account of the recruitment timetable agreed at the start of the process. Sufficient time should be allocated to ensure each application receives appropriate consideration.
To promote a fair and objective process, shortlisting should ideally be undertaken by the selection panel.
It is recommended that at least two members of the panel, typically the recruiting manager and one other panel member, independently assess all applications and complete a shortlisting score sheet against the agreed criteria.
The panel should then meet to discuss their assessments and agree the final shortlist. Where it is not possible to convene the full panel, each panel member should submit their recommendations to the Chair, who will collate the results and facilitate agreement on the final shortlist.
Where the number of applications is relatively small and all applicants meet the essential criteria, consideration may be given to interviewing all candidates. Where application numbers are higher, candidates should be shortlisted using the essential criteria and, where necessary, the desirable criteria.
The number of candidates invited to interview will depend on:
- The volume of applications received
- The quality of applications
- The nature of the role
- Available resources, including time and panel availability
As a guide, no more than five or six interviews should normally be scheduled within a single day. If interviews are conducted over multiple days, the same interview panel should be used throughout to ensure fairness and consistency.
A template Shortlisting Scoring Sheet is available in the Downloadable Templates section.
Reasonable Adjustments
If an applicant has indicated that they require reasonable adjustments during the selection process, this information should only be shared with those responsible for implementing the adjustments and must not influence shortlisting decisions.
Employing bodies have a duty to consider reasonable adjustments for disabled candidates to ensure they are not placed at a substantial disadvantage during the recruitment process.
Unconscious Bias
Panel members should be aware of the potential impact of unconscious bias and take steps to ensure decisions are based solely on the evidence provided against the selection criteria.
Assumptions about a candidate's suitability, commitment, capability, or potential based on personal characteristics should be avoided.
Shortlisting Checklist
When shortlisting candidates, you should:
- Adopt an objective and consistent approach to determine whether applicants demonstrate the skills, knowledge, experience, and abilities required for the role.
- Assess each application solely against the criteria set out in the Person Specification.
- Eliminate applications that do not meet the essential criteria.
- Look for evidence that applicants meet the essential criteria and, where necessary, the desirable criteria.
- Use a pre-agreed scoring matrix linked directly to the Person Specification.
- Score each applicant against the criteria and record the rationale for the scores awarded.
- Rank candidates based on their scores to support objective decision-making.
- Take care not to draw adverse conclusions from the presentation, grammar, or format of an application unless written communication forms a specific requirement of the role.
- Consider whether any reasonable adjustments may be required for shortlisted candidates attending interview.
- Keep an accurate record of decisions and scoring outcomes.
- Treat all candidate information confidentially and in accordance with the UK General Data Protection Regulation (UK GDPR) and the Data Protection Act 2018.
- Retain recruitment records only in line with the Church's data retention requirements.
Do Not
When shortlisting candidates, do not:
- Depart from the criteria set out in the Person Specification.
- Introduce new criteria after the recruitment process has commenced.
- Allow personal knowledge of a candidate to influence decisions beyond the evidence provided within the application.
- Consider personal information such as a candidate's name, age, marital or civil partnership status, nationality, ethnic origin, religion or belief, sex, sexual orientation, pregnancy, or disability.
- Make assumptions about whether a candidate will "fit in" with the team or organisation.
- Stereotype applicants based on protected characteristics.
- Draw conclusions based on information that has not been provided within the application.
- Use information gathered from social media or informal discussions unless it is directly relevant to the role and has been obtained through a fair and transparent process.
- Exclude a candidate solely because they have disclosed a criminal conviction.
- Allow unconscious bias or personal preferences to influence decisions.
Applicants with a Criminal Record
Applicants who disclose a criminal record should be considered fairly and on an individual basis. A criminal conviction should not automatically exclude a candidate from consideration unless it is relevant to the requirements of the role or safeguarding obligations apply.
Where a Disclosure and Barring Service (DBS) check is required, any disclosed information should be assessed in accordance with the Church's Policy and Guidelines for Appointments Requiring a Satisfactory Enhanced Disclosure and relevant safeguarding procedures.
Unless the post is exempt under the Rehabilitation of Offenders Act 1974, applicants are not required to disclose convictions or cautions that are considered spent.
For further information, please refer to the Safer Recruitment Policy and Practice Guidance available on the Methodist Church Safeguarding website.
🔗 Related Guidance: Church Appointments to Lay Roles
🔗 Safer Recruitment Policy and Practice Guidance
🔗 Downloadable Recruitment Templates and Forms