Recruitment FAQ’S for Employers

Finding the right person for your business can be one of the most important decisions you make. It can also be time-consuming, frustrating and costly when things don’t go to plan. That’s why we’ve created the FAQs below to answer some of the questions we are most commonly asked by employers and hiring managers.

At Starfish People Recruitment, we take a Human First approach to recruitment. We believe successful recruitment is about much more than matching skills to a job description. It’s about understanding your business, your culture, your team and the type of person who will thrive within your organisation.

Whether you need support with attracting candidates, writing job descriptions and adverts, shortlisting applications, conducting first-round interviews, creating scoring matrices, onboarding new starters or managing probation periods, our experienced team can provide as much or as little support as you need.

We know every business is different, which is why we offer flexible recruitment solutions tailored to your requirements. Our aim is simple: to help you attract, assess and recruit the right people while saving you valuable time and reducing the risk of a costly hiring mistake.

If you can’t find the information you’re looking for below, or would simply like an informal conversation about your recruitment challenges, we’d love to hear from you.

Call us today on 01243 967961 to start the conversation, or feel free book a Human First Recruitment Clarity Session to explore your hiring needs and discover how we can help you build a stronger team for the future.

Human First. Resourceful Always. Results Driven. That’s recruitment the Starfish People way.

Working with Starfish People Recruitment

How much does Starfish People Recruitment cost compared to a traditional agency?

Traditional recruitment agencies typically charge 20–25% of a role’s first-year salary. We offer three ways to pay instead: pay-as-you-go hourly support, a lower percentage fee, or a fixed-price package agreed up front,  so you only pay for the support you actually need, not a blanket retainer.

Do I have to hand over the whole recruitment process, or can I keep some of it in-house?

Neither,  you choose. Some clients want us to run everything end-to-end; others want help with just the sifting and first-round interviews while they handle the rest. Our flexible pricing (above) is built around that: you pay for the stages you use

Planning a vacancy

What should we do before advertising a role?

Consider the business need, responsibilities, reporting line, budget, employment type and essential skills. Agree who will make decisions and how candidates will be assessed.

Should we write a job description and person specification?

Yes. A clear job description explains the role and its responsibilities, it should not be a detailed list of tasks, it should cover why the role exists, expected key outcomes, main areas of responsibility, who the candidate will work with and report to, the authority and decisions the role involves; a person specification sets out the skills, experience and qualifications needed. Keep criteria relevant to the work and avoid requirements that are not genuinely necessary.

Where should we advertise the role?

Choose channels that are likely to reach qualified candidates in your particular field and consider using more than one. Make the advert accessible and explain how to apply, location, working arrangements and any required qualifications. Clearly state the closing date or at the very minimum a date after which the candidate should consider their application unsuccessful if they have not heard anything.

Effective hiring begins with clarity.

Applications and selection

How should we shortlist candidates?

Assess each application against the same role-related criteria and be sure to keep clear records. Keep notes that explain decisions and avoid relying on assumptions or criteria that were not shared with candidates.

Can we use automated tools to screen applications?

If you use them, understand what they assess, check for unfair outcomes and make sure a suitable person can review decisions. Tell candidates how their information is used and follow applicable data-protection requirements.

What should we ask in an interview?

Ask consistent, job-related questions and give candidates a fair chance to show how they meet the requirements. Use a matrix to record your scoring of each candidate to ensure that the process is fair to them all, ensure that you retain these records. You can ask follow-up questions, however avoid questions about protected or personal characteristics unless there is a lawful, role-specific reason.

Can we ask candidates to complete a test or task?

Yes, if it is relevant to the role, proportionate and applied consistently. Explain the task, how long it should take and how you will assess it. Consider reasonable adjustments.

What is a scoring matrix, and how does it help me hire better?

A scoring matrix sets out the specific skills, experience and attributes a role needs before you see a single CV, and scores every candidate against the same criteria. It takes hiring decisions out of “gut feel" and gives you a clear, defensible record of why one candidate was chosen over another useful both for making the right call and for protecting the business if a decision is ever challenged.

How can we make recruitment accessible?

Use accessible application methods, invite candidates to request adjustments and make appropriate arrangements for interviews and assessments. Consider each request individually and keep the process focused on the role’s requirements.

Communication and decisions

How quickly should we respond to applicants?

Set realistic timelines and keep candidates updated if they change, there is not much worse for a candidate than not knowing where they are in the process. A prompt acknowledgement and clear update after each stage will help candidates understand where they stand.

Do we need to give feedback to unsuccessful candidates?

You may not be able to give detailed feedback to everyone, but a clear and respectful outcome message is good practice. If you provide feedback, keep it factual and linked to the assessment criteria and matrix completed at interview.

Can we change the requirements during recruitment?

If the role or essential criteria change, review whether the change affects candidates’ chances. Update the advert or process where needed and consider whether candidates should be given another opportunity to apply or be assessed.

Offers and checks

Can we make an offer conditional on checks?

An offer can be subject to appropriate checks, such as references, proof of qualifications or right-to-work checks, where relevant and lawful. Tell the candidate which checks apply and obtain any required consent.

When should we contact referees?

Usually after identifying a preferred candidate and with the candidate’s knowledge. Ask consistent, relevant questions and handle reference information appropriately.

What should an offer letter include?

Set out the role, pay, hours, location, start date, reporting line and any conditions. Provide the applicable written employment terms within the required timeframe.

What records should we keep?

Keep the advert, selection criteria, interview questions, assessment results, decision notes and relevant candidate communications. Record information objectively and securely.

How do we reduce the risk of discrimination?

Use relevant criteria, consistent assessments and trained decisionmakers. Make reasonable adjustments where required, keep records of decisions and review whether your process creates avoidable barriers.

Probation Period

Why is a probation period important?

A probation period gives both the employer and the new employee time to make sure the role is a good fit. It allows the employee to learn the job and understand the workplace, while the employer can assess performance, conduct and support needs.  A good probation plan is imperative at this stage to ensure the maximum opportunity for the new employee to succeed.

How long should a probation period be?

The length depends on the role and the employer. Many probation periods last between three and six months. The expected length and any review dates should be explained before the employee starts.

What happens during a probation period?

The employee should receive clear expectations, training and regular feedback. Check-ins give both sides a chance to discuss progress, raise concerns and agree on any extra support needed.

Does a probation period mean the employee has fewer rights?

No. Employees have legal rights from the start of their employment. A probation period does not remove those rights, though some contractual benefits or notice arrangements may differ. Employers should explain the relevant terms clearly and follow applicable employment law.

What happens if the employee is not meeting expectations?

The employer should explain the concerns, give specific feedback and, where appropriate, provide guidance or additional support. The outcome may be to confirm the appointment, extend the probation period if the contract allows, or end the employment in line with the contract and applicable law.

The above information is provided as a general guide only and does not replace expert advice relevant to individual situations.

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