Author: fhai

Reasonable adjustments in interviews: what hiring managers should do

A reasonable adjustment, called a reasonable accommodation in the United States, is a change to the interview that lets a disabled candidate show their skills on equal terms. Offer changes before candidates ask, make asking easy, agree a practical option, keep the request confidential, and judge the answers by the same job criteria for everyone.

Key takeaways

Offer adjustments in every invitation and name a contact who is not an interviewer.
Do not ask for medical proof at the interview stage unless the law and your policy allow it. Ask what would help.
Change how the candidate shows the skill, not what the job needs.
Keep the request confidential, outside the scorecard, and never use it as a reason to decline.
Rules differ. US: ADA. Great Britain: Equality Act 2010. EU: Employment Equality Directive and national law.

What the law requires, in outline

Region	Rule in outline	Official source
United States	The Americans with Disabilities Act requires covered employers to provide reasonable accommodation to qualified applicants with disabilities in the application process, unless it causes undue hardship. Coverage depends on employer size, and state laws may add duties	EEOC enforcement guidance on reasonable accommodation
Great Britain	The Equality Act 2010 requires employers to make reasonable adjustments where a disabled person is at a substantial disadvantage, including in recruitment. Northern Ireland has separate law	GOV.UK: reasonable adjustments and Acas: recruitment
European Union	The Employment Equality Directive requires employers to take appropriate measures so that disabled people can access employment, unless this is a disproportionate burden. Member states set the detail	Directive 2000/78/EC

The tests differ in wording: “undue hardship” in the US, “reasonable” in Great Britain, and “disproportionate burden” in the EU. In every case the starting point is the same. Ask what the person needs, consider it in good faith and do not assume. Because the details vary by country and case, ask a specialist about any difficult request. This guide covers common practice.

What counts as an adjustment

An adjustment changes the process or the setting. It does not lower the standard for the job. The question is: can this person show that they can do the essential parts of the job, if the interview is arranged differently?

Need (examples)	Possible adjustment	Why it works
Hearing loss or deafness	Sign language interpreter, live captions, written questions, a quiet room, face the candidate when speaking	Removes the barrier to hearing, not the content
Low vision or blindness	Large print or screen-reader friendly documents, questions read aloud, a guide to the room	Same information in another format
Dyslexia or other reading differences	Questions in advance, extra time to read, no unprepared reading aloud	Tests the skill, not the speed of reading
Autism or sensory sensitivities	Clear structure in advance, literal questions, a calm room, breaks, no surprise changes	Reduces unneeded stress and unclear questions
Anxiety or other mental health conditions	Questions in advance, a longer break, a video or phone option, a support person for the visit	Lets the person show skills without avoidable stress
Physical disability or limited mobility	Step-free access, an accessible toilet, seating, a ground-floor room, remote interview, parking close to the entrance	Removes a physical barrier
Speech difference	More time, patience, written answers or typing for part of the interview	Content matters, not speed of speech
Chronic illness or fatigue	Shorter sessions, breaks, a flexible time of day, a remote format	Fits the interview to the person’s energy
ADHD	Written agenda, questions in advance, breaks, a task with a clear brief	Reduces the load of keeping the plan in mind
Need for a personal aid	Permission for a support person, assistive technology or an assistance animal	Lets the person use the tools they use at work

This list gives examples only. People with the same label need different things. Ask the person.

How to handle a request: six steps

Thank the candidate and confirm that you will act. A short, warm reply tells them it was right to ask.
Ask what would help. “What would make the interview work well for you?” is enough. Do not ask for a diagnosis.
Agree on a change. Offer a practical option and ask if it works. If you cannot do exactly what they ask, propose an alternative and explain why.
Confirm in writing. Repeat what you agreed, with the date and time, and tell the person who needs to know.
Brief the interviewers. Say what is different, without saying why. They do not need to know the condition.
Carry out the change, and check on the day. Ask at the start whether everything is as agreed.

Wording you can use

In the invitation:
If you need any change to make the interview easier for you, for example extra time, a different format, a quiet room, a sign language interpreter or step-free access, please tell us at [email]. You do not need to explain why. We will reply within one working day.
In a reply to a request:
Hello [Name], thank you for letting us know. We can [change agreed]. Does that work for you? If you would like something different, please tell us. We will tell the interviewers what is different, but we will not share the reason.

Keeping the process fair

Keep adjustment details out of scorecards. Do not record the condition. Record only the evidence of skills.
Share on a need-to-know basis. Interviewers need to know what to do, not why.
Do not compare answers to the pace or style of other candidates. Compare evidence against the job criteria.
Do not treat a request as a sign of risk. A person who asks for a change is giving you information to help them perform. It is not a reason to decline.
Keep records limited. Store the agreed change with the application for as long as the application is kept, then delete.

Our guide on structured interviews explains how to ask the same job-related questions of every candidate. This makes adjustments easier to apply, because the questions and the scoring do not change. Only the way the answer is given changes.

If a request is hard to meet

Sometimes a request is difficult, for example a sign language interpreter at short notice, or a visit to a building without step-free access. Do not simply refuse. Consider alternatives and try to solve the problem together: change the date, move the interview to a different room or location, or hold it by video. Document what you offered. If you decide you cannot provide the adjustment, take advice before you tell the candidate, because a refusal can be unlawful in many places.

Cost is rarely the main obstacle in interviews. Most useful changes are free or cheap: extra time, written questions, a quiet room, a different format. Governments in several countries also offer support schemes for adjustments. Look at the official pages for your country.

Adjustments in tasks and tests

Tests and tasks need the same care. A timed test can measure reading speed or typing speed rather than the skill in the job. Ask whether the speed is part of the job. If not, give extra time or a different format. The US Equal Employment Opportunity Commission explains how tests can screen out people with disabilities in its guidance on employment tests and selection procedures. Our guide on work sample tests shows how to design fair tasks.

FastHire is being built to make early screening more open. It shows each job requirement next to the exact CV passage that supports it, so decisions rest on evidence of skills. FastHire is coming soon. It does not rank, score or reject candidates. People make every decision.

Three fictional scenarios

These cases are invented to show the reasoning. Real cases will differ, and you should take advice where the law applies.

Scenario	What the manager does	What the manager avoids
A candidate writes: “I find it hard to answer questions I have not seen. Could I have the topics in advance?” for an office coordinator role.	Sends the topics and the structure, offers a written agenda, keeps the same questions and scoring for everyone	Asking about the reason, or marking the candidate down for needing the topics
A candidate uses a wheelchair and the interview room is upstairs.	Moves the interview to a ground-floor room, checks the route from the entrance, confirms the accessible toilet, tells the candidate the plan in writing	Offering to carry the person, or suggesting that a video call would be easier without asking
A candidate who is deaf asks for a sign language interpreter. The manager has two days.	Contacts a booking service the same day, tells the candidate what is booked, offers a short delay if no interpreter is free, agrees to turn-taking so the interpreter can keep up	Cancelling because it is short notice, or speaking to the interpreter instead of the candidate

Tricky moments, and what to say

Moment	Say this	Not this
The candidate discloses a condition during the interview	“Thank you for telling me. What would help us in this interview?”	“Does that affect your work?”
You need to change the plan on the day	“We have a change. Would you like a short break, or shall we continue?”	Carry on without telling the candidate
A colleague asks why the interview is different	“We agreed a change with the candidate. I cannot share details.”	Explain the condition
The candidate seems unwell	“Would you like a break or a glass of water? We can reschedule if you prefer.”	Assume they cannot do the job
You cannot meet a request exactly	“We cannot do X. Could we do Y instead? Would that work?”	“That is not possible.”

A pre-interview checklist for adjustments

The invitation offers adjustments and names a contact.
The contact replies within a stated time, and knows who to ask for help.
The venue is accessible: step-free route, toilets, seating and signs.
Video links work with common assistive tools, and an audio-only option exists.
Written material is available in accessible formats on request.
Interviewers have the same scorecard and know that nothing in the scorecard changes.
Interviewers know the agreed change without knowing the reason.
A break is built into long sessions for all candidates, so nobody has to ask.

Building flexibility into the standard process helps everyone. Breaks, a written agenda and sent-in-advance topics are useful to many candidates who never ask. A process that already works for a wide range of people needs fewer individual changes and makes the ones that remain easier to handle.

Finally, review what you learn. After each interview with an adjustment, ask the candidate, if they are willing, whether the change worked and what would work better next time. Record the answer in general terms, without personal details, and add useful points to your standard process. Over a year, these notes become a practical guide that is specific to your offices, your tools and your roles.

Frequently asked questions

Do I have to ask candidates if they have a disability?

No. Do not ask about disability in general. Offer adjustments to everyone, and let candidates tell you what they need. In some places the law limits questions about health before an offer.

What if a candidate does not tell me about a need and then does badly?

You cannot adjust for a need you do not know about. That is why the offer should be clear in every invitation. Do not guess at conditions.

Can I ask for evidence of a disability?

Usually not at the interview stage. Ask what would help. If the request is unusual or costly, the law may allow limited questions or documents. Ask a specialist first.

Is it unfair to the other candidates?

No. Adjustments aim to remove a disadvantage so that everyone is assessed on the same criteria. They do not change the standard.

Does the same duty apply to online tests and video interviews?

Yes. Online tools and platforms are part of the process. Check that they work with screen readers and keyboards, and offer an alternative if they do not.

Related guides

This is general information, not legal advice.

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October 13, 2026

How to prepare candidates for an interview

Tell every candidate the same things before an interview: the format, the length, who they will meet, what you will ask about, whether there is a task, how to ask for changes, and when they will hear back. Candidates who know what to expect give clearer answers, and you compare people on their skills, not on how well they guess the process.

Key takeaways

Send the same preparation message to every candidate, at least two working days before the interview where possible.
Share the format, length, people, topics, any task, logistics and the date of the decision.
Invite requests for adjustments in the message itself and make it easy to ask.
Do not share the exact questions unless the format needs it. Share the topics and the competencies.
Preparing candidates is fair, not a favour. It helps you see their real skills.

Why preparation matters

An interview is meant to show what a person can do in the job. If a candidate spends the first ten minutes guessing what kind of interview this is, you learn about their guessing, not about their work. Candidates who have the same information also compete on equal terms. Without it, people who know insiders, or who have done many interviews, have an advantage that has nothing to do with the job.

Preparation also respects the candidate’s time. They may be taking leave from another job, arranging care or travelling. A clear message lets them plan. It also shows how your company works, which is part of the candidate experience.

What to share, and what to keep back

Share	Why	Keep back
Date, time, time zone, length	Candidates plan their day	Nothing to hold back
Format: in person, phone or video, and the platform	They can test the link and the device	Nothing to hold back
Names and roles of interviewers	They know who they are speaking to	Private details
The structure: for example 10 minutes of introduction, 30 minutes of questions, 10 minutes for their questions	They can pace their answers	Nothing to hold back
The topics and skills you will cover	They can prepare examples from their work	The exact wording of each question, unless the format requires it
Any task, test or presentation, with the brief, the time limit and what you will assess	They can prepare fairly	The marking details can be shared in outline
Logistics: address, entrance, parking, public transport, access, who to ask for	They arrive calm	Nothing to hold back
How to ask for adjustments, and a named contact	Candidates with a disability or other need can ask early	Nothing to hold back
What happens next and when they will hear	They are not left waiting	Do not promise a date you cannot keep

On exact questions: some employers share them in advance. Others do not. Both can be fair if you treat everyone the same. If you send the questions to one candidate, send them to all. If the interview needs a response in real time, such as a customer call role-play, say so and describe the situation without the details.

A template for the invitation

Copy the text below and fill in the gaps. Keep it short enough to read on a phone.

Subject: Your interview for [role] on [date]
Hello [Name],
Thank you for applying for [role]. We would like to invite you to an interview.
When: [day, date, time and time zone]. It will take about [length].
Where: [address and entrance, or video link and platform]. If it is on video, please test the link before the day. You can join five minutes early.
Who you will meet: [Name, job title], the hiring manager, and [Name, job title], [short reason].
What to expect: we will start with a short introduction. Then we will ask about [two or three topics or skills] and ask you to give examples from your work. You will have time to ask us questions. [If there is a task: We will ask you to complete a short task, described here: link. It should take about [time]. We will look at [two or three things we assess].]
You do not need to prepare slides or bring documents unless we say so above.
If you need any change to make the interview easier for you, for example extra time, a different format, a quiet room, a sign language interpreter or step-free access, please tell us at [email or phone]. You do not need to explain why. We will reply within [one working day].
We expect to tell you our decision by [date]. If that changes, we will write to you.
Kind regards,
[Name]

Make it easy to ask for adjustments

Do not wait for candidates to disclose a disability. State in the invitation that you can change the format, and give a contact who is not an interviewer. Make the request easy: no form, no medical proof at this stage, and a short reply time. Treat any information given as confidential, share only what hiring managers need to make the change, and keep it out of scoring and notes about merit.

Legal duties differ by country. In the United States, the Americans with Disabilities Act requires employers covered by it to provide reasonable accommodations in the application process; see the EEOC guidance on small businesses and its page on prohibited practices. In Great Britain, the Equality Act 2010 includes a duty to make reasonable adjustments, and Acas explains the position on its recruitment page. In the EU, the Employment Equality Directive requires reasonable accommodation for disabled people, with national laws setting the details. Our guide on reasonable adjustments in interviews covers practical steps.

Prepare your interviewers too

Candidates are not the only people who need preparation. Send interviewers a one-page brief at least a day ahead. It should hold the role requirements, the scorecard, the questions, who asks what, the time plan, and a reminder of questions not to ask. Our guide on interview questions you cannot ask covers the last point. Also see how to build an interview plan for the full process.

On the day

Start on time. If you run late, send a message right away.
Welcome the candidate. Introduce each person and their role.
Repeat the plan. Say how long the interview will take and when they can ask questions.
Explain note-taking. Say that you will take notes so that you can compare candidates fairly.
Make space for questions. Reserve at least five to ten minutes.
Close clearly. Repeat the next step and the date. Thank them for their time.

Follow up

After the interview, send a short thank-you message that repeats when they will hear. If the date changes, send an update before the date, not after it. If the answer is no, tell the candidate promptly and kindly; our guide to fast interview feedback shows how. Silence after an interview is the quickest way to lose goodwill.

Common mistakes

Mistake	Effect	Fix
Sending details the evening before	Candidates cannot arrange time or care	Send at least two working days ahead where possible
Telling some candidates more than others	Unequal chances	Use one template for every candidate
Hiding the format	Candidates waste time guessing	State the structure and the length
Surprise tasks	Candidates feel tricked and perform below their ability	Share the brief and the time limit
No contact for adjustments	Candidates may not ask	Add a named contact and a reply time
Promising a decision date and missing it	Loss of trust	Give a realistic date, and update early

FastHire is being built for the step before the interview. It shows each job requirement next to the exact CV passage that supports it, so interviewers can plan questions around real evidence. FastHire is coming soon. It does not rank, score or reject candidates. People make every decision.

Preparing for different interview formats

Format	What to tell the candidate	Extra checks for you
Phone screen	Length, who calls, which number you will call from, topics	Ask whether this is a good time and number. Offer to call back
Video interview	Platform, link, camera and microphone needs, whether recording happens and why	If you record, tell the candidate in advance, explain the purpose and how long you keep it. Offer an audio-only option where possible
In-person interview	Address, entrance, arrival time, who to ask for, access features	Check step-free access, quiet rooms and signs. Offer to pay agreed travel costs only if your policy says so
Panel interview	Names and roles of the panel, how questions are shared	Agree who asks which question, and who keeps time
Task or work sample	Brief, time limit, tools, how it will be assessed, whether it is paid	Use the same brief and time for all. Do not use unpaid work for real company projects
Group or assessment day	Schedule, activities, breaks, food, finish time	Provide a quiet space and a contact for questions

A candidate preparation page

If you hire often, put the common information on one page on your careers site and link it in every invitation. This saves time and makes sure each candidate sees the same text. A good page has six short sections: how our interviews work, what to expect at each stage, how to ask for adjustments, how we decide, how long it usually takes, and who to contact. Write the section on timing from your own records. See our guide on hiring dashboards in a spreadsheet if you do not track stage times yet.

Avoid promises that you cannot keep, such as “you will hear within 24 hours”. Say “we aim to reply within three working days” only if your team can meet it. Review the page twice a year with a recruiter and a hiring manager.

What not to do in the name of preparation

Do not coach some candidates privately. Sharing extra tips with a candidate you like gives that person an unfair advantage.
Do not use the invitation to ask for protected details. Questions about age, family plans or health do not belong in logistics messages.
Do not ask candidates to prepare long unpaid work. A task should be short, related to the job and the same for all.
Do not change the plan on the day without telling the candidate. If a panelist is missing, say so and explain how you will run the interview.

A last check before you send any invitation: read it as the candidate would, on a phone, with no knowledge of your company. Can you tell what will happen, who will be there, how long it takes and what you should do? If any answer is unclear, rewrite that line. Ask a colleague outside the hiring team to read it too. Fresh eyes find jargon and missing details quickly.

Frequently asked questions

Should I send the interview questions in advance?

You may, if you treat all candidates the same. If you do not, send the topics and the skills you will cover. Either approach is fair when applied equally.

How early should I send the invitation?

As early as you can. Two working days is a minimum for most roles, and longer for tasks or for candidates who must travel or arrange leave.

Do I have to ask candidates if they need adjustments?

Offering is good practice and, in many countries, helps you meet your legal duties. State the offer in the invitation and give a contact.

Is it fair to give candidates a task?

Yes, if it matches the job, takes a reasonable time, is the same for everyone and you tell them how you will assess it. See our guide on work sample tests.

What if a candidate asks for something I cannot provide?

Talk with them about alternatives. You do not have to accept every request in the exact form, but you must consider it seriously and, where the law requires it, make reasonable changes.

Related guides

This is general information, not legal advice.

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October 13, 2026

Structured interviews: what they are and how to run one

A structured interview asks every candidate the same job-related questions in the same order and scores every answer on the same scale. The US Office of Personnel Management describes it this way: candidates get equal chances to share information, and the assessment is more consistent. To run one, write the questions from the role brief, define what a weak, fair and strong answer sounds like, score alone straight after the interview and compare scores before you discuss.

Key takeaways

Take your questions from the must-haves and outcomes in the role brief, not from habit.
Ask every candidate the same core questions in the same order. Follow-up probes are fine.
Write rating anchors for each question before the first interview.
Each interviewer scores alone, in writing, before any discussion.
Decide using the scores and evidence. Do not let a general impression override them.

What a structured interview is, and what it is not

In a structured interview the structure is part of the design. The questions are fixed, the scoring is fixed and the conditions are as equal as you can make them. It is not a script that forbids natural conversation. You can greet the candidate, explain the process and ask follow-up questions such as “What did you do next?” or “What was your part in that?”. What you cannot do is give one candidate easy questions and another hard ones, or score one on the answer and another on charm.

The OPM page on structured interviews says that every candidate receives the same predetermined questions in the same order, and that all answers are scored with one rating scale and the same standards. It also says that this method can assess competencies that are hard to measure otherwise, such as interpersonal skills.

Why use one

Fairness. The same questions and the same scale reduce the room for personal preference and unfair bias. They do not remove it, so you still need to be careful about notes and scoring.
Comparability. You can set two candidates side by side because they answered the same questions.
Evidence. Written scores and notes show why you chose someone. This helps if a candidate or a regulator asks you to explain.
Better questions. Writing anchors forces you to think about what good looks like.
Faster decisions. The debrief starts from scores and examples, not from a long argument about feelings.

Six steps to build a structured interview

Step 1: Start from the role brief

List the outcomes and must-haves from your role brief. Pick the four to six that an interview can test better than a resume or CV. These are usually communication, problem solving, working with others, handling pressure and a few role-specific skills.

Step 2: Write one question per area

Use two question types.

Type	Form	Example
Behavioural	Asks about the past	“Tell me about a time you had to deliver a report with incomplete data. What did you do?”
Situational	Asks about a realistic future case	“A team lead asks for a report by noon, but one source is missing. What would you do first?”

Behavioural questions work well for experienced candidates. Situational questions suit entry-level candidates who may not have the experience. Using one of each for important areas gives you more evidence. Avoid hypothetical questions that have nothing to do with the role, and avoid trick questions.

Step 3: Define the rating scale and anchors

Use a 1 to 5 scale, or a 1 to 4 scale if you want to avoid the middle score. For each question, write what a weak, an adequate and a strong answer contains. Base this on the work, not on how well someone speaks.

Score	What it means in general	Example anchor for “missing data”
1	No relevant example, or an answer that shows poor judgement	Ignores the gap or hides it from the team lead
2	Some relevant action, but unclear or incomplete	Sends the report late without telling anyone
3	Clear example with a sensible action and a result	Tells the lead about the gap, sends the report with a note on what is missing
4	Clear example, good judgement and awareness of impact	Finds a second source, flags the risk, agrees a deadline for the missing part
5	Excellent example with a clear lesson that they applied again	As 4, and later set up a check to avoid the problem in future reports

Step 4: Plan the format and the timing

Allow 45 to 60 minutes for six to eight questions. Plan the order: warm-up, core questions, candidate questions and next steps. Decide who asks which question, who takes notes and who watches the time. Prepare the same introduction for each candidate.

Step 5: Train the interviewers

A short briefing of 30 minutes is enough. Cover how to ask the questions as written, how to probe without leading, how to write notes about what the candidate said or did, and what not to ask. Practise with a colleague on one question, and score it together to compare how each of you reads the anchors.

Step 6: Score alone, then compare

Each interviewer scores every question within 15 minutes of the interview, alone. Only then do you compare. This reduces the effect of the most senior or most talkative person on the panel. In the debrief, ask each person to give their scores and one piece of evidence per score. For a full guide, see our article on how to run a debrief meeting after interviews.

A sample plan for a customer support team lead

#	Area	Question	Look for
1	Handling pressure	Tell me about a busy period when you had more tickets than people. What did you do?	Prioritisation, clear communication, protecting quality
2	Coaching	Describe a time you helped a colleague improve. What did you do and what changed?	Specific actions, patience, a measurable change
3	Fairness	Two team members disagree about who takes the difficult customers. What do you do?	Listens to both, uses a fair rule, follows up
4	Process thinking	What would you change first about how our team handles returns? Explain why.	Evidence-based, practical, small first step
5	Learning	Tell me about a mistake you made at work and what you changed afterwards.	Ownership, concrete change, no blame shifting
6	Role knowledge	You see a rise in complaints about delivery times. What data would you look at?	Relevant data, simple analysis, link to action

Ask each candidate these six questions in this order. Allow two follow-up probes per question, from a fixed list: “What was your part?”, “What happened next?”, “What would you do differently?”.

A scoring sheet you can copy

Candidate: ______ Role: ______ Interviewer: ______ Date: ______

Question 1: Evidence (what the candidate said or did): ______ Score (1-5): __
Question 2: Evidence: ______ Score: __
Question 3: Evidence: ______ Score: __
Question 4: Evidence: ______ Score: __
Question 5: Evidence: ______ Score: __
Question 6: Evidence: ______ Score: __

Must-haves seen or not seen in the interview: ______
Open points to check (for example a reference): ______
Total: __ Recommendation (move on / hold / decline): ______ Reason in one sentence: ______

Keeping the interview fair

Do not ask about age, family plans, health, religion, nationality, sexual orientation or similar topics. The US Equal Employment Opportunity Commission explains these limits on its page about prohibited employment policies and practices.
Offer reasonable adjustments, such as extra time, a written copy of the questions or a different format. In Great Britain, the Acas page on recruitment explains the duty to make reasonable adjustments for disabled candidates.
Write notes about what the candidate said, not about how they look or sound. Words such as “nice”, “cultural fit” or “abrasive” should prompt you to find the underlying evidence.
Keep notes. Applicant data is personal data in the UK and the EU. The Information Commissioner’s Office explains how to handle it in its guidance on recruitment and selection.

Common mistakes

Changing questions between candidates. If you must change a question, change it for everyone.
Scoring after the discussion. The group will anchor on the first opinion.
Skipping anchors. Without anchors, a “4” means different things to different people.
Too many questions. Eight is plenty. More questions mean thinner answers.
Letting the chat run. A friendly talk before the interview is fine, but do not use it as evidence.
Ignoring the must-haves. Interviews should add to the resume or CV evidence, not replace it.

FastHire is being built to make the earlier step easier, by showing each job requirement next to the exact CV passage that supports it. The interview then focuses on what the CV cannot show. FastHire is coming soon. It does not rank, score or reject candidates. People make every decision, including every interview score.

An opening and closing script

Say the same words to every candidate. It sets expectations and treats people equally. Adapt this sample to your voice.

Opening: “Thank you for coming. I am [name], [job title]. With me is [name], who will take notes. The interview takes about 45 minutes. We will ask the same set of questions to every candidate so that we can compare fairly. I may ask short follow-up questions. If you need a moment to think, take it. If you need anything adjusted, tell us at any time. You will have time at the end to ask your questions.”

Closing: “Thank you. Is there anything about your experience that we did not ask about and that you would like us to know? What questions do you have for us? Here is what happens next: we will contact every candidate by [date].”

Running it well on video or with a panel

Video. Test the link before the interview. Send the questions’ topics in advance if you have agreed to do so for all candidates. Allow for slow connections and do not penalise a pause.
Panel. Decide in advance who asks which question. Agree that notes are written, not summarised in your head, and that scoring is done alone.
Phone. Make sure the candidate can hear you clearly, and offer a call-back number in case the line drops.
In person. Use the same room set-up for each candidate where you can, and tell them about access, parking and the people they will meet.

After five interviews: a short review of your own process

A structured interview improves when you check it. After five interviews, compare notes across the panel and ask four questions. Did any question produce answers that all looked the same? Replace it. Did one question confuse several candidates? Reword it for later candidates only if you are early in the process, and note the change. Did interviewers use the anchors in the same way? If not, agree examples. Did any note refer to personal traits unrelated to the job? Ask the writer to restate it as evidence.

If you notice a pattern that treats a group of candidates differently without a job-related reason, take it seriously and ask your HR contact or adviser for help. A fair process is not only good practice. It also protects the people you want to hire.

Frequently asked questions

What is a structured interview?

An interview in which every candidate gets the same job-related questions in the same order, and every answer is scored on the same scale with written anchors.

Can I ask follow-up questions?

Yes. Use a short, fixed list of probes, such as “What was your part?” and “What happened next?”, so that candidates have equal chances to give detail.

How many questions should I ask?

Six to eight questions for a 45 to 60 minute interview. Choose areas that matter most for the role and that a resume or CV cannot show.

Should I use a 1 to 5 or 1 to 4 scale?

Either works. A 1 to 4 scale avoids the neutral middle. What matters is that every interviewer uses written anchors.

Is a structured interview less friendly?

It does not have to be. Welcome the candidate, explain the process and give them time to ask questions at the end. The structure applies to the assessed questions, not to your manner.

Related guides

This is general information, not legal advice.

Join the waitlist

October 13, 2026

Pay transparency in hiring: EU, UK and US

Pay transparency in hiring means telling applicants what a job pays before they invest time, and not using their pay history to set an offer. Rules differ: the EU has a directive that member states must put into national law, several US states and cities require pay ranges in job postings, and the UK requires gender pay gap reporting by larger employers. Check the official source for each place where you hire.

Key takeaways

Share a pay range for every role, even where the law does not require it. It saves time for everyone.
Do not ask applicants about their pay history to set an offer. Several places ban the question, and EU rules restrict it.
Set pay from the role, the market and your pay structure, and write down the reasons.
Rules vary by country, state and city, and they are changing. Use official sources, and take advice for cross-border hiring.
We do not state application dates here. Check each official source for current dates.

Why pay transparency matters in hiring

When pay is hidden, candidates guess. Some drop out because they fear the pay is too low. Some accept an offer and feel misled later. People who negotiate well may get more than people who do not, for reasons unrelated to the job. Asking about earlier pay can carry past pay gaps into the new job. Sharing a clear range reduces these problems, shortens the process and supports equal pay for equal work. It is also a way to show candidates respect for their time.

The picture by region

Region	What exists (in outline)	Where to read
European Union	Directive (EU) 2023/970 on pay transparency and enforcement of equal pay. Among other things, it gives job applicants a right to receive information about the initial pay or its range, based on objective and gender-neutral criteria, before the interview or earlier, and it prohibits employers from asking applicants about their pay history. It also requires larger employers to report on pay gaps. Member states put it into national law, so national rules and timing differ	Directive (EU) 2023/970 on EUR-Lex; the EU’s Your Europe pages for employer information
United Kingdom	No general duty to publish pay ranges in job adverts. Employers with at least 250 staff must report their gender pay gap. The Equality Act 2010 covers equal pay between women and men for equal work	GOV.UK gender pay gap reporting guidance; Equality Act 2010
United States	The federal Equal Pay Act bars sex-based wage discrimination for substantially equal work. Several states and cities also require pay ranges in job postings or bar salary history questions, with different rules on who is covered	EEOC: Equal Pay Act; check state and city labour department sites

The table is a short orientation. Directives and statutes have conditions, definitions and exceptions. Read the official text for your case. For the EU, remember that a directive binds each member state to reach a result, and each country writes its own law. Check the status in every country where you hire, and ask a local adviser.

What this means for your hiring process

1. Put a pay range in every advert

Even where it is not required, a range helps. Write the range you are really prepared to pay for the role, not a wide band to cover every case. If the range is wide, explain what drives the position in it, such as skills or experience. Include other pay elements if they are a regular part of the package, such as bonus rules, and keep benefits listed clearly. Do not invent a range to meet a rule. A false range damages trust and may break the law.

2. Do not ask about pay history

Remove “current salary” from application forms, screening questions and interview guides. Train interviewers to avoid the question. If a candidate volunteers it, do not use it to set an offer. Instead ask about pay expectations in the context of the range: “The range for this role is X to Y. Is that in line with what you are looking for?” This keeps the focus on the job. In the EU, the directive restricts asking about pay history. Several US states and cities have similar rules.

3. Set pay from the role, not the person

Use a pay structure: levels, ranges, and criteria for placing someone in a range. Typical criteria are skills the role needs, relevant experience, scope of responsibility and market data. Write the criteria down and use them for every offer. Our guide on reading market data before you open a role explains how to gather the data, and the real cost to hire an employee explains related costs.

4. Check internal fairness before you make an offer

Compare the offer with people in similar roles. If the new hire will earn more or less than colleagues doing the same work, ask why. The reason should be job-related and written down. If not, adjust the offer or review existing pay. Differences linked to sex, race or other protected traits are a legal risk, and the EU directive adds duties around equal pay for work of equal value. The EEOC’s Equal Pay Act page and the UK Equality Act text set out the basic rules.

5. Prepare to answer questions

Employees and candidates will ask how pay is set. Prepare simple answers. A one-page explanation of your pay structure and the criteria for placement in a range is enough. Train managers to give the same answer, and agree who handles special cases.

A checklist for each role

Check	Done?
Range set from the role, market data and internal comparison
Reasons for the range and position in it written down
Range shown in the advert or the first message to candidates
No pay history question on forms or in interview guides
Interviewers trained to avoid pay history
Offer compared with colleagues in similar roles
Local rules checked for the country, state or city of the job
Reason for any difference from the range recorded

Hiring across countries

If you hire in several places, you will face different rules. A simple approach is to follow the strictest rule for all roles: show a range, avoid pay history questions and document how you set pay. This reduces confusion for your recruiters and treats candidates the same everywhere. It does not replace local legal advice. Where pay data is personal data, such as the pay of a named employee, GDPR and similar laws apply. See our guide on hiring in another country.

Fairness beyond the posting

Offer the same negotiation room to everyone. Do not reward only those who ask. Set a standard approach to negotiation and describe it.
Review pay data by group where the law allows. Look at starting pay by role and level. Investigate gaps that you cannot explain by job-related reasons.
Document exceptions. If you pay above the range for a reason such as a rare skill, record the reason and the approval.
Be careful with promises. Do not tell a candidate “we will match your current pay” if that conflicts with your structure or local rules.
Respect privacy. Do not share one person’s pay with another.

FastHire is being built to support evidence-based decisions at the screening stage. It shows each job requirement next to the exact CV passage that supports it. It does not rank, score or reject candidates. People make every decision. FastHire is coming soon.

Wording you can use

Situation	Wording
In an advert	Pay range: [amount] to [amount] per [year / hour], depending on skills and experience. Bonus: [rule, if any]. Benefits: [list].
In the first message to a candidate	The pay range for this role is [amount] to [amount]. Is this in line with what you are looking for?
If a candidate asks you to match their pay	We set pay from the role and our pay structure, not from earlier pay. For this role, the range is [amount] to [amount].
If a candidate declines to say what they expect	That is fine. We will make an offer within the range based on the role and the skills you bring.
In an interview guide	Do not ask about current or past pay. If it is shared, do not record it and do not use it.

A fictional example of setting an offer

This case is invented. A company hires a project coordinator. Its pay structure for the level has a range, and it has written criteria for placing someone in the range: relevant experience in coordinating projects of similar size, skill in the tools used, and the scope of the job. The recruiter writes a short note for the offer.

Criterion	Evidence from the interview scorecard (fictional)	Placement
Project coordination experience	Led three projects of similar size in the last four years	Upper half
Tools	Uses the main tool and a related one; needs a short training on the reporting tool	Middle
Scope	The job fits the level; no extra duties	Middle
Internal comparison	Two current coordinators in the same range, similar experience	Offer within their band

The note records why the offer sits where it does. If anyone later asks, the answer is written and tied to job-related criteria. The candidate’s earlier salary appears nowhere in the note.

Common mistakes

A range too wide to be useful. “From low to very high” tells candidates nothing. Narrow it.
A range that is not honest. Do not advertise a top figure that you will not pay in practice.
Matching old pay. This copies past gaps into the new job.
Hidden differences for similar roles. If two people do the same work, the reasons for different pay must be job-related.
Telling the team nothing. When you introduce pay ranges, tell current employees first. Explain how they work, and answer questions.
Treating pay talk as secret. In some places the law protects the right of employees to discuss pay. Check the rules.

Preparing your team

Hold a short training for recruiters and hiring managers. Cover the rules that apply to your locations, the pay structure and how to use it, how to answer a candidate who asks about pay, the questions never to ask, and where to record the reasons for an offer. Provide a one-page guide. Review it each year and when laws change. A short session now prevents awkward conversations and legal risk later.

Finally, keep records. For each hire, store the range, the placement criteria, the offer and the reasons for any exception, for the period your retention schedule allows. These records support equal pay checks and help you respond to questions from employees, candidates and regulators. Keep them in a restricted place, since pay data about named people is personal data. When laws change, update the template and the training, and note the date of the change in your procedure.

Frequently asked questions

Do I have to show a pay range in every job advert?

Not everywhere. Some US states and cities require it for covered employers, and the EU directive gives applicants a right to information on pay or its range, with details set by national law. The UK has no general duty. Even so, a range is good practice.

Can I ask about a candidate’s current salary?

In the EU, the directive prohibits asking about pay history. Several US states and cities ban it too. Even where it is legal, it can carry past pay gaps into the new job. Avoid it.

What if a candidate asks for more than the range?

You can negotiate within the rules of your pay structure, with a written reason for any exception. Keep the same approach for all candidates.

Does this apply to remote roles?

Often it depends on where the worker lives or where the employer operates. Rules for remote roles are complex. Take advice.

Where can I find the current rules?

Use the official sources linked above, and the labour department site of each state or national authority where you hire.

Related guides

This is general information, not legal advice.

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October 13, 2026

UK Equality Act: direct and indirect discrimination in recruitment

In Great Britain, the Equality Act 2010 makes it unlawful to discriminate in recruitment because of nine protected characteristics: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation. Direct discrimination is less favourable treatment because of a characteristic. Indirect discrimination is a neutral rule that puts a group at a particular disadvantage and cannot be justified.

Key takeaways

The Equality Act 2010 covers England, Scotland and Wales. Northern Ireland has separate equality laws.
Nine protected characteristics apply. Discrimination can be direct or indirect, and harassment and victimisation are also covered.
Employers must consider reasonable adjustments for disabled applicants.
Asking about health or disability before a job offer is restricted, with limited exceptions.
Positive action is allowed in limited ways. It is not the same as picking someone because of a characteristic.

Who and what the law covers

The Equality Act 2010 applies to employers in England, Scotland and Wales. It covers every stage of recruitment: the job ad, the application, shortlisting, interviews, tests, the offer and the terms offered. The Act protects applicants, not only employees. Northern Ireland has its own equality laws, so employers there should check local guidance. The official text is on legislation.gov.uk. Acas gives a plain guide to fair recruitment on its page about recruitment, and GOV.UK explains checks employers can make on job applicants.

The nine protected characteristics

Characteristic	Examples in recruitment
Age	An ad asking for “recent graduates” only, or “up to 10 years of experience” with no reason
Disability	Refusing to consider adjustments for an interview; asking about health too early
Gender reassignment	Rejecting an applicant because they are transgender or are proposing to undergo or have undergone gender reassignment
Marriage and civil partnership	Preferring single applicants. This protection applies to being married or in a civil partnership
Pregnancy and maternity	Not shortlisting someone because they are pregnant
Race	Treating applicants differently by colour, nationality, ethnic or national origins
Religion or belief	Rejecting someone because of their faith or lack of belief
Sex	Different questions or pay for men and women for the same role
Sexual orientation	Rejecting an applicant because they are gay, lesbian, bisexual or heterosexual

Protection also covers discrimination by association (for example, a person who cares for a disabled relative) and discrimination by perception (when you wrongly think a person has a characteristic).

Types of unlawful treatment

Type	Meaning	Recruitment example (fictional)
Direct discrimination	Treating someone less favourably because of a protected characteristic	A manager rejects a strong applicant because “she may have children soon”
Indirect discrimination	A provision, criterion or practice that applies to everyone but puts people with a characteristic at a particular disadvantage, and cannot be shown to be a proportionate means of achieving a legitimate aim	A rule that all staff must be able to work every Friday evening, with no business need, which disadvantages applicants who observe a religious practice on Fridays
Harassment	Unwanted conduct related to a characteristic that violates dignity or creates an intimidating, hostile or offensive environment	Jokes about an applicant’s accent in an interview
Victimisation	Treating someone badly because they made or supported a complaint under the Act	Refusing to interview a person who earlier complained about discrimination
Failure to make reasonable adjustments	Not taking reasonable steps to remove disadvantage for a disabled person	Refusing to send questions in advance to an applicant who needs them

Indirect discrimination can be defended if the employer shows that the practice is a proportionate means of achieving a legitimate aim. That requires a real aim, such as health and safety, and evidence that the rule is needed and that less harmful options were considered. A habit or a convenience is usually not enough. For similar ideas in the US, see disparate treatment vs disparate impact.

Reasonable adjustments in recruitment

Employers must take reasonable steps to remove disadvantages for disabled applicants. In recruitment this can mean changing the process, the place or the format, or giving extra help. Examples:

Sending interview questions in advance
Allowing extra time for a test
Offering a different format for an application, such as a phone call instead of a form
Holding an interview in an accessible room
Providing a sign language interpreter or captions
Allowing a support person to attend

Tell applicants how to ask for adjustments in the job ad and the invitation. Respond quickly, and record what you agreed. What is reasonable depends on cost, size, practicability and the effect of the change. Take advice if you are unsure. See our upcoming guide on UK reasonable adjustments in recruitment for more detail.

Health and disability questions before an offer

The Act limits questions about health or disability before you make a job offer or include a person in a pool of preferred candidates. The main exceptions are to find out whether the person can take part in a recruitment assessment with adjustments, to monitor diversity, to support positive action, or where a health requirement is intrinsic to the job. GOV.UK explains these limits in its page about checks employers can make on job applicants. After a conditional offer, you may ask health questions that relate to the job, in line with the law and data protection rules. Do not ask all applicants to complete a general health questionnaire at the application stage.

Job ads, shortlisting and interviews

Stage	Risk	Good practice
Job ad	Wording or channels that exclude groups	Plain language, job-related requirements, open channels, an adjustments line
Application form	Questions on protected characteristics	Collect only what you need; keep monitoring data separate
Shortlisting	Assumptions from names, ages or gaps	Written criteria, evidence sheet, two reviewers on a sample. See structured screening
Interview	Unplanned questions on family, health or origin	Question list, scorecard. See questions you cannot ask
Tests	Tests that disadvantage a group	Validate tests; offer adjustments
Offer	Different pay for similar roles	Pay ranges, consistent offers, reasons recorded

Positive action

The Act allows certain positive action steps. Employers may take proportionate steps to encourage people with a characteristic to apply if they are under-represented or face disadvantage, such as outreach and training. In a recruitment tie-break, where two candidates are equally qualified, an employer may choose the candidate from an under-represented group, subject to conditions. This is different from positive discrimination, which is generally unlawful, such as setting quotas or choosing a candidate who is less qualified because of a characteristic. Take advice before you use a tie-break. The Equality and Human Rights Commission provides guidance on its website at equalityhumanrights.com.

Data protection and records

Keep records of your criteria, scores and reasons. They show that you acted fairly. Data protection law applies to these records. Information about protected characteristics may be special category data, which has extra conditions. See the ICO employment guidance. Tell applicants what you collect and why, and delete data when you no longer need it.

A worked example (fictional)

This example is invented. A small retailer in England hires a store assistant. The manager wants “energetic, young” people. The owner rewrites the ad to describe tasks (“lift boxes up to 10 kilograms with aids provided; work Saturdays”) and adds “Tell us if you need any adjustment to apply”. She asks all applicants the same questions. One applicant mentions a medical condition in the interview. The manager does not follow up on the condition and focuses on whether the applicant can do the tasks, with or without adjustments, and asks what would help. The applicant says a stool at the till would help. The owner notes the answer and scores the applicant on the criteria. The applicant is offered the job and the stool is provided. The process left a record that supports the decision.

Checklist for UK employers

Job ad is task-based, avoids age or sex signals and invites adjustment requests.
Criteria are written and linked to the job.
Shortlisting uses an evidence sheet and a second reviewer on a sample.
Interview questions are fixed and exclude protected topics.
Health questions are held until after an offer, unless an exception applies.
Adjustments are offered and recorded.
Monitoring data, if collected, is kept separate and used lawfully.
Reasons for decisions are recorded and stored securely.

Questions to ask before you finalise a requirement

Use these five questions each time you add a requirement to an ad or a shortlist rule. They help you spot indirect discrimination early.

Does this requirement apply to every applicant in the same way?
Is it needed for the job? Which task depends on it?
Could it put people with a protected characteristic at a particular disadvantage? For example, rigid working hours, a long continuous service requirement, a physical test, a particular qualification or a language level.
What is the legitimate aim, such as safety or customer service, and is this rule a proportionate way to reach it?
Is there a less restrictive way, such as a trial period, training, equipment or a different test?

Write the answers next to the requirement in your role brief. If you cannot answer, remove the requirement or change it. See how to write checkable job requirements.

What to do if an applicant complains

Treat the complaint seriously and calmly. Acknowledge it in writing, say who will look into it, and give a date for a reply. Collect the documents: the ad, the criteria, the scorecards, the messages and the notes. Ask someone who was not involved in the decision to review. Do not discourage the applicant from complaining and do not treat them worse for complaining, because that can be victimisation. If the matter may lead to a tribunal claim, take legal advice. Acas offers guidance and early conciliation services for employment disputes, and you can find them on the Acas website.

Where to read next

This guide covers recruitment in Great Britain. For the EU rules, read our article on EU equal treatment in hiring. For the way UK data protection law affects applicants, see our guides on GDPR for applicants. For a practical step-by-step on fair screening, read how to reduce bias in resume screening. For the cost of an unfair process, remember that legal risk is only one part: unfair hiring also loses you good people and damages your reputation.

Pay, offers and the terms you offer

The Act covers the terms on which you offer a job, not only whether you offer it. Offering a lower salary to a woman than to a man for the same role, or less favourable terms to a person of a particular race, can be unlawful. Keep pay ranges for each role and make offers within the range, based on job-related factors such as experience relevant to the tasks. Record the reason when you offer above or below the middle of the range. Reviewing offers across roles each year helps you find unexplained gaps. Equal pay law is a separate topic with its own rules, so take advice if you find a gap.

Be careful with salary history questions and with negotiation. Candidates who negotiate more may be rewarded in ways that disadvantage those who negotiate less, and this can reproduce earlier inequality. A clear range and a consistent process help.

Frequently asked questions

Does the Equality Act apply to job applicants?

Yes. It covers recruitment, including ads, shortlisting, interviews, tests and offers.

What are the nine protected characteristics?

Age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation.

Can I ask about health before offering a job?

Generally not, with limited exceptions such as adjustments for the recruitment process. See GOV.UK guidance.

Does the Act apply in Northern Ireland?

Northern Ireland has separate equality laws. Check local guidance.

What is the difference between direct and indirect discrimination?

Direct is less favourable treatment because of a characteristic. Indirect is a neutral rule that puts a group at a particular disadvantage and cannot be justified.

Related guides

This is general information, not legal advice.

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October 13, 2026

How much does it cost to hire an employee? A cost worksheet

The cost of hiring an employee is more than the salary. Add employer taxes and contributions, benefits, equipment, advertising, your own time, training and a period when the new person is not yet at full speed. This guide gives a worksheet you can copy, a fictional worked example, and notes on how the pieces differ in the US, UK and EU.

Key takeaways

Plan for the full cost, not only the salary or wage.
Group costs into four layers: pay, legal on-costs, set-up costs and hiring and ramp-up costs.
Use official calculators and rate pages for tax and contribution rates. They change, and they differ by country and region.
Write the total as a yearly figure and a first-year figure. The first year is higher.
Check your cash flow for the first 6 months before you post the job.

The four layers of hiring cost

Think of the cost as four layers. Each layer answers a different question, and you can estimate each one on its own.

Layer	Question it answers	Examples
1. Pay	What does the person receive?	Salary or hourly wage, bonus, commission, paid holiday
2. Legal on-costs	What must I pay because I am the employer?	Employer taxes and social contributions, pension contributions, insurance, statutory leave and sick pay
3. Set-up and running costs	What does the person need to do the job?	Laptop, phone, software licences, desk, training, uniform, travel
4. Hiring and ramp-up costs	What does it cost to find and start the person?	Job board fees, agency fees, your time, interview time, onboarding, slower output in the first months

Most first-time employers count only layer 1. Layers 2 to 4 often add a large share on top, and the share depends on the country, the role and how you hire. We do not give a single percentage here, because a reliable number needs a source for your country and year. Use the official pages in the next section.

Where to find the official figures

Rates for employer taxes, contributions and minimum pay change often. Do not copy a rate from an old blog post, including this one. Check the official page for your country on the day you plan the budget.

Region	What to check	Official source
United States	Federal employment taxes, workers’ compensation and state rules. Wage and overtime rules.	SBA: hire and manage employees and US Department of Labor: wages and the FLSA
United Kingdom	Employer National Insurance, workplace pension duties, minimum wage, holiday and sick pay.	GOV.UK: employing people and National Minimum Wage and National Living Wage rates
European Union	Rules differ by country. Check your own national tax and social security authority.	Your Europe: hiring and managing staff

Ask a payroll provider or an accountant for a quote on the exact on-costs for your first hire. Many offer a free estimate. This is general information, and your own advisor can apply it to your facts.

The cost worksheet

Copy this table into a spreadsheet. Fill in the “Amount” column with yearly figures in your own currency. Put one-off costs in the first-year column only.

Line	Type	Yearly amount	First-year only
Base salary or wage	Pay
Bonus or commission (expected)	Pay
Paid holiday and public holidays	Pay (included in salary, but affects hours worked)
Employer taxes and social contributions	Legal on-cost
Pension or retirement contribution	Legal on-cost or benefit
Insurance (for example workers’ compensation, employer liability)	Legal on-cost
Health or other benefits	Benefit
Laptop and phone	Set-up
Software licences	Running
Desk, chair or remote work allowance	Set-up
Training and certificates	Running
Job ads and job board fees	Hiring
Agency fee (if used)	Hiring
Background or right-to-work checks (if charged)	Hiring
Your time and your team’s time	Hiring (see below)
Relocation or sign-on payment (if any)	Hiring
Reduced output in the first 2 to 3 months	Ramp-up (see below)

How to price your own time

Your time is not free, even if no invoice arrives. Estimate the hours: writing the ad, reading applications, screening calls, interviews, notes, references, the offer, paperwork and onboarding. For a small team, 30 to 60 hours across the whole process is a reasonable range to plan for if you use a simple process, and it can be more without one. Multiply the hours by an hourly value for your time. A simple way to set the value is your own yearly pay or draw divided by the hours you work in a year. The result is an estimate, not an accounting entry, but it helps you compare options such as an agency fee against your own hours.

How to price the ramp-up period

A new person needs time to reach full output. Pick a number of months, then pick a percentage of output for each month. For a simple role you may use 50 percent in month one, 75 percent in month two and 100 percent from month three. For a complex role the period is longer. Treat the unproductive share of the salary as a hiring cost. These are planning assumptions, so write them down as assumptions and adjust them after your first hire.

A fictional worked example

This example is invented to show the arithmetic. The numbers are round and do not represent any real salary, tax rate or company. A small shop plans to hire one part-time customer support agent.

Line	Assumption (fictional)	Amount per year
Base wage	20 per hour, 20 hours per week, 52 weeks	20,800
Employer on-costs	Assume 15 percent of wage after checking the official page and asking the accountant	3,120
Benefits	Assume a fixed monthly allowance of 50	600
Software licences	Help desk tool at 25 per month	300
Equipment (one-off)	Laptop and headset	1,100
Job ads (one-off)	Two job boards	300
Owner time (one-off)	40 hours at 30 per hour	1,200
Ramp-up (one-off)	Equal to 40 percent of the first month’s wage	347

Yearly running cost: 20,800 + 3,120 + 600 + 300 = 24,820. One-off costs in the first year: 1,100 + 300 + 1,200 + 347 = 2,947. First-year total: 27,767. The wage is 20,800, so the full first-year cost is about 33 percent higher than the wage alone in this example. In another country or role the gap will be different. The point is the method: list each line, mark what is yearly and what is one-off, and add them.

Three ways to lower the cost, and what each one risks

Option	How it can lower cost	What to watch
Hire part-time or for fewer hours	Lower wage and lower variable on-costs	Check minimum hours rules and whether the role can be done in fewer hours
Use a simple process and do it yourself	Avoids agency fees	Costs your time. Use a fixed process so it stays short. See how to hire without HR
Hire a contractor or freelancer	No employer on-costs and no benefits	Misclassification can be expensive. Read the official rules, for example the IRS guide to contractor or employee in the US

Do not lower cost by cutting corners that create risk: skipping contracts, paying below the minimum wage, ignoring holiday pay or paying in cash without records. These shortcuts often cost far more later in penalties, claims or a lost team member.

The cost of getting it wrong

A hire who does not work out adds cost: a second round of ads, more of your time and a second ramp-up. A clear role, a fair process and evidence-based screening lower that risk. Read our guide to what a bad hire really costs for a method to estimate it without invented statistics. Also see how to write a job ad that attracts the right applicants, because a clear ad lowers the number of unsuitable applications you must read.

A 30-minute budget routine

Minutes 0 to 5: Write the role in one sentence and the hours per week.
Minutes 5 to 10: Decide the pay range after checking local market data and the legal minimum.
Minutes 10 to 15: Open the official page for your country and note the employer on-costs. If unsure, write “ask accountant”.
Minutes 15 to 22: Fill in the worksheet, yearly and first-year columns.
Minutes 22 to 27: Add the hiring costs: ads, your hours, any agency fee.
Minutes 27 to 30: Compare the first-year total with your cash for 6 months. If you cannot cover it, change the hours or the timing.

Repeat the routine after you hire. Compare your estimate with the real figures. The gap tells you which lines to adjust for the next hire.

Common mistakes

Using last year’s rates. Rates change. Check the official page each time.
Forgetting the first-year costs. The first year is the most expensive year.
Ignoring your own time. If your time is limited, it is the scarcest resource you have.
Counting only the salary range from the ad. The person costs more than the number in the ad.
Not planning for the end of the probation period or a pay review. Add a line for a likely raise in year two.

Questions to ask your accountant or payroll provider

A short call with a professional saves mistakes. Bring your worksheet and ask these questions. Write the answers next to the matching lines.

What are the exact employer taxes and contributions for this role in my country and region, for this year?
Which insurance must I hold before the first day of work?
Is a pension or retirement contribution required, and from what start date?
How are holiday pay, sick pay and public holidays handled in payroll?
Which tax filings and registrations do I need before I pay the first wage?
What is the cheapest legal way to run payroll for one person?
Does the role qualify for any official hiring support or tax credit? Ask for the official source, and check it yourself.

When to revisit the numbers

Update the worksheet at four points: when you set the pay range, when you make the offer, at the end of the probation period and at the first pay review. At each point, replace assumptions with real figures. After the first year, keep a one-page record of the estimate against the real cost. This record is the most useful tool for your second hire, because you will know which lines you under-estimated.

If the full cost is above your budget, change one variable at a time: the hours per week, the start date, the scope of the role or the pay range. Do not change several at once, because then you cannot see which change helped. A role that is clear and focused also lowers cost, because it needs less training and less correction. See our guide to writing a one-page role brief before you finalise the budget.

Frequently asked questions

How much extra should I add on top of the salary?

There is no single number that is correct everywhere. It depends on the country, the region, the benefits and the type of contract. Use the official rate pages and ask an accountant or payroll provider for a quote for your case.

Is it cheaper to hire a freelancer?

Often the day rate is higher, but you may not pay employer on-costs or benefits. The rules on who counts as a contractor are strict, so read the official guidance before you decide.

Should I include my own time in the cost?

Yes, as an estimate. It does not change your bank balance, but it shows the true effort and helps you compare options.

What costs are easy to forget?

Equipment, software licences, training, insurance, holiday cover and the ramp-up period are the most common ones.

Do I need to tell candidates the pay in the job ad?

In some places the law now requires a pay range, or a range on request. Check the rules where you hire.

Related guides

This is general information, not legal advice.

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October 13, 2026

What you can and cannot ask in a job interview: US, UK and EU

In an interview, ask about the skills, experience and availability that the job needs. Do not ask about protected characteristics such as age, sex, pregnancy and family plans, race, ethnic origin, religion, sexual orientation, disability and health, or similar traits. The principle is the same in the US, UK and EU, but the lists, terms and enforcement differ, so check the rules where you hire.

Key takeaways

Ask only what you need to judge the person’s ability to do the job.
Protected traits differ by country but the core list is similar: age, sex, race, religion, disability, and more.
You can ask about a task and about availability. You should not ask for the reason behind a trait.
Health and disability questions before a job offer are restricted in the US and UK. Ask about the ability to do the tasks, with adjustments.
Use a written question list so that no one improvises a risky question.

The rule of thumb

Before you ask a question, finish this sentence: “I need this answer to decide whether the person can do ____.” If you cannot fill in the blank with a task or a requirement of the job, do not ask. A question that touches a protected trait can lead to a claim even if you meant no harm, because the law looks at what you asked and what you did, not only at what you intended.

What the law covers, by region

Region	What it covers	Official source
United States	Federal law prohibits discrimination in hiring on grounds that include race, colour, religion, sex (including pregnancy, sexual orientation and gender identity), national origin, age (40 and over), disability and genetic information. State and local laws can add more.	EEOC: prohibited employment policies and practices
United Kingdom	The Equality Act 2010 protects nine characteristics: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation. Rules also limit health questions before an offer.	Acas: recruitment and GOV.UK: checks employers can make on job applicants
European Union	EU directives ban discrimination in employment on grounds of religion or belief, disability, age and sexual orientation, and on racial or ethnic origin. Sex equality rules exist in separate EU law. Each country adds its own rules.	Directive 2000/78/EC and Directive 2000/43/EC, then national law

The exact list and the exact exceptions depend on the place. In some places the law treats an interview question as evidence of how you made your decision. Keep to job-related questions so that you have a record of fair treatment.

Questions to avoid, and what to ask instead

Topic	Do not ask	Ask instead
Age	“How old are you?” “When did you graduate?” “Where do you see yourself in 20 years?”	“Are you able to meet the minimum age required for this role by law?” (only when the law sets a minimum age, such as for some work with alcohol or machinery)
Family and plans	“Are you married?” “Do you have children?” “Do you plan to have children?”	“This role needs travel on two weekends a month. Can you do that?” Ask this of everyone
Pregnancy	“Are you pregnant or planning to be?”	Nothing. Do not ask. Describe the tasks and ask whether the person can do them
Health and disability	“Do you have a disability?” “Have you ever been ill or off sick for a long time?”	“This role includes lifting 15 kilos or standing for four hours. Can you do this, with or without adjustments?”
Race and origin	“Where are you really from?” “What is your native language?”	“This role needs fluent written English. Can you show how you use English at work?”
Nationality and right to work	“Are you a citizen?” “What is your visa?”	“Are you legally able to work in [country] now or by the start date?” Ask all candidates the same question, and do right-to-work checks as the law requires
Religion	“What church or temple do you attend?” “Do you celebrate holidays?”	“This role needs work on Saturdays. Is the schedule workable for you?” Ask everyone the same way
Sexual orientation and gender identity	“Are you gay?” “Is your partner supportive?”	Nothing. Do not ask
Politics and unions	“Which party do you support?” “Have you joined a union?”	Nothing relevant to most jobs. Do not ask
Money	“What is your current salary?” (restricted in some places)	“What pay range are you looking for?” Check local rules on salary-history questions
Criminal record	“Have you ever been arrested?”	Rules vary by place. Ask only if the law allows and the role needs it. See official guidance

The “ask instead” column describes the task or the requirement and asks everyone the same question. This is the safe pattern. Say what the job needs, then ask whether the person can do it.

What you can safely ask

Work history, tasks done and results achieved
Skills, tools and training linked to the role
Availability for the hours and days needed
Ability to meet stated, job-related requirements, such as travel or a licence needed for the work
Reasons for applying to this role
Examples of how the person solved work problems
Whether the person needs any adjustment for the interview process itself

Questions about a licence, such as a driving licence, are fine when the job needs driving. Questions about a certificate are fine when it is a legal or practical requirement. Keep each question linked to a written must-have from your role brief.

When a candidate shares personal information

Sometimes a candidate says, “I am expecting a baby in the spring” or “I have a health condition”. You did not ask, but you now know it. What to do:

Do not follow up with more questions on that topic.
Say, “Thank you. Let us return to the role.”
Do not write it in your notes.
Make your decision only on the job-related scorecard.
If the person asks for an adjustment, note the request and respond as the law requires. In the UK, the duty to make reasonable adjustments applies to disabled applicants. In the US, the Americans with Disabilities Act requires reasonable accommodation for qualified applicants, at employers covered by the law.

Remember that the safest record is a scorecard that shows you scored the person on the job criteria only.

Small talk can be a trap

Friendly chat at the start or end of an interview often drifts into family, age, home town and plans. Prepare a few neutral topics: the journey, the weather, a recent public event that is not political, or a question about the building. Avoid asking about weekends, holidays, children, accents and “where are you from?”. If a candidate brings up a topic, listen, but do not follow it with questions about protected traits.

Phone and video interviews

The same rules apply. On video you may see more of a person’s home, age, religion or disability. Treat that as information you did not request. Do not comment on it and do not use it. If a candidate seems to need an adjustment, such as more time, ask in a neutral way, “Is there anything that would help you in this conversation?”

What to do if a manager asks a risky question

If you manage others who interview, give them a one-page guide with the “do not ask” table. If someone asks a risky question, correct it right away and keep a note. Move the questions to a written list. Our guide to the interview scorecard shows how to build one. If a candidate complains, take the complaint seriously, record it and get advice from an employment lawyer or a body such as Acas in the UK.

A pocket checklist

Before the interview	Done?
Written list of job-related questions
Must-haves match the role brief
“Do not ask” table printed
Neutral small talk topics chosen
Offer of adjustments sent with the invitation
Scorecard ready
Notes sheet ready (no protected traits)

If you also use social media or background checks, keep the same principles: check only what the job needs, apply it to all, and follow the law. For the rest of the hiring process, see our first hire plan and the first interview guide.

Examples (fictional) of how a risky question becomes a safe one

Situation	Risky version	Safe version
The role needs travel to client sites for one week each month	“Your kids are young, how will you manage the travel?”	“This role includes one week of travel each month. Is that possible for you?”
The role needs standing for long periods	“Do you have back problems?”	“This role needs standing for most of a six-hour shift. Can you do this, with or without adjustments?”
The team works with international clients	“Are you a native English speaker?”	“You will write to clients in English. Can you share an example of written work in English?”
The shop opens on Sundays	“Do you go to church on Sundays?”	“The shop opens on Sunday. Are you available on Sundays?”
The role is physically demanding	“You look young, can you handle it?”	“Describe the physical tasks you have done in earlier jobs.”

The safe version names the real demand of the job and asks every candidate. It gives you the information you need and respects the candidate’s privacy.

Training your team in 20 minutes

Share the “do not ask” table with everyone who interviews, including friends who help you.
Ask each person to rewrite three risky questions in a safe form.
Compare the new versions and agree on one standard list.
Role-play a short interview in which the candidate shares personal information. Practise a calm, neutral reply.
Store the question list where every interviewer can find it.

Repeat this short session once a year or whenever a new interviewer joins. It costs less than one hour and lowers the risk of an unfair interview and a costly dispute.

Keep records

Keep your question list, the scorecards and the notes for the time the law requires in your country, and delete them afterwards as data protection rules require. Records show that you asked about the job and not about the person. Do not keep notes on protected traits. Store the records securely and give access only to people who need them for hiring.

If you are unsure about a question, test it with two checks. First, would you ask every candidate the same thing? Second, can you point to a written requirement of the job that the answer helps you judge? If either answer is no, drop the question and look for a different way to learn what you need.

Frequently asked questions

Can I ask a candidate if they are legally allowed to work here?

Yes, in the form of a question you ask every candidate, for example “Are you able to work in this country now or by the start date?” Do the formal right-to-work check as the law requires for every person you plan to hire.

Can I ask about gaps in a CV?

You can ask neutral, open questions such as “Tell me about what you did between these dates”. Do not assume the reason and do not ask about health or family. Treat all candidates the same.

Is it OK to ask a candidate what pay they expect?

In many places yes. Some US states and cities restrict questions about current or past pay. Check the rules where you hire.

Can I ask whether the candidate can do the job with adjustments?

Yes, once you have described the tasks. Ask everyone the same question and be ready to discuss adjustments.

What if I asked an illegal question by mistake?

Pause, apologise, do not use the answer in your decision and note what happened. Take advice if the candidate raises it later.

Related guides

This is general information, not legal advice.

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October 13, 2026

How to write outreach messages candidates reply to

Candidates reply to messages that are short, specific and honest. Name the person’s relevant experience in one line, state the role, location and pay range, say where you found their details, and ask for one small next step. Respect a no. Most poor outreach fails because it is generic, hides the pay, or makes the candidate do the work of finding out why they were contacted.

Key takeaways

Open with one specific reason you are writing to this person, not a general compliment.
Include role, location, working pattern and pay range in the first message.
Say where you found their details and how they can end further contact.
Ask for one small next step, such as a 15-minute call or a reply with a good time.
Send one follow-up at most. Never mislead, pressure or create false urgency.

What candidates see when they read your message

A person who is not looking for a job reads a recruiter message in a few seconds. They ask three questions. Is this for me? Is this real? What do I need to do? If your message answers all three in the first lines, you get a reply or at least a respectful no. If it does not, it joins the pile of messages that all say “I came across your impressive profile”.

Ask The Recruiter, our sister site, shares advice for job seekers and shows how recruiter messages look from the other side. See Ask The Recruiter if you want to read like a candidate for a few minutes before you write.

The six parts of a good first message

Part	What to write	Example
1. Subject or opening line	The role and place, in plain words	“Warehouse Planner role in Leeds, hybrid”
2. Why this person	One specific reason, from their work or profile	“You have run stock planning at a regional retailer, which is close to what we need.”
3. The role	Two or three lines on what they would do and the team	“You would plan inbound stock for three depots with a team of four.”
4. The basics	Pay range, location, working pattern	“Pay range: [range] per year. Four days on site, one from home.”
5. Where you found them	Source of their details and why you hold them	“I found your profile on [source], where you list your work publicly.”
6. The ask and the exit	One small next step, and a polite way to say no	“If you would like to hear more, reply with a time for a 15-minute call. If not, no problem. I will not contact you again.”

Eight templates you can adapt

1. First message to someone who is not looking

Subject: Warehouse Planner role in Leeds, hybrid

Hello [name],

You have run stock planning at [company], which is close to what we need for a Warehouse Planner role at [our company]. You would plan inbound stock for three depots and work with a team of four.

Pay range: [range]. Four days on site, one from home.

I found your profile on [source]. If you would like to hear more, reply with a time for a 15-minute call. If not, no problem. I will not contact you again.

[Name, title, company, how to verify]

2. One follow-up

Subject: Re: Warehouse Planner role in Leeds

Hello [name],

A short follow-up in case my first message got lost. The role is still open, and the details are above. If the timing is wrong or you are not interested, tell me and I will close this thread.

[Name]

Send the follow-up three to five working days after the first message. Do not send more. A third message without a reply tells the person that you do not respect their time.

3. Asking for a referral

Subject: Do you know someone for a Warehouse Planner role?

Hello [name],

We are hiring a Warehouse Planner in Leeds. You know the field well, so I would value your view. Is there anyone you would suggest we speak to? You do not need to give me personal details. If you pass on this link, they can decide whether to get in touch: [link].

Thank you for reading.

[Name]

4. Re-engaging a past applicant who agreed to be contacted

Subject: A new role that may suit your earlier application

Hello [name],

You applied to us in [month and year] and agreed that we could contact you about future roles. We now have a [role] opening that matches [one specific must-have shown in the earlier application].

Details: [location, pay range, link]. If you would like us to end contact you, reply “unsubscribe” and we will remove your details.

[Name]

5. A senior or specialist candidate

Subject: Head of Operations at [company], confidential conversation

Hello [name],

I am writing about a Head of Operations role reporting to our COO. I noticed your work on [specific public project or talk], which relates to the main challenge of this role: [one sentence].

I can share the full brief, pay range and reason for the vacancy in a 20-minute call. Would [two time options] suit you? If you prefer to receive the brief in writing first, I can send it.

[Name]

6. An early-career candidate

Subject: Graduate Analyst role at [company]: no experience required

Hello [name],

I saw your [project or course work, specific]. We have a Graduate Analyst role where you would learn [skills]. You do not need previous paid experience. We train every new analyst for the first three months.

Pay: [range]. Location: [place]. Apply here by [date]: [link]. If you would like to talk first, reply and I will find a time.

[Name]

7. Telling someone the role is not a match

Subject: Thank you for your reply

Hello [name],

Thank you for taking the time to talk. After our conversation, the role needs [specific must-have you did not show], so I will not move forward with your profile for this one. I appreciate your openness. If you would like to stay in touch for future roles that fit, tell me and I will note it.

[Name]

8. Closing the loop on no reply

Subject: Closing this thread

Hello [name],

I have not heard back, so I will assume the timing is not right and will not contact you again about this role. If that is wrong, reply at any time.

[Name]

Subject lines that work, and ones that do not

Works	Does not work
“Warehouse Planner role in Leeds, hybrid”	“Exciting opportunity!!!”
“Question about your stock planning work”	“You are a perfect match”
“Support Lead at [company]: pay range inside”	“Urgent: act now”
“Quick question about a referral”	“Confidential opportunity” with no details
“Following up on my note from Tuesday”	“Last chance”

Avoid false urgency and exaggeration. Phrases such as “perfect match” or “last chance” are untrue in most cases and push people away. Never invent a deadline to pressure a person.

Honest, respectful and lawful: the rules to follow

Be truthful. Name your company, the real role and the real pay range. Do not use a fake client name or a role title that hides the level.
Do not pressure. No tactics that mislead, rush or guilt a person into a reply.
Do not discriminate. Choose who to contact based on skills and experience, not on traits that point to protected characteristics. The US Equal Employment Opportunity Commission lists them on its page about prohibited employment policies and practices.
Treat data with care. In the UK and the EU, tell people where you found their details and how to object. The Information Commissioner’s Office explains this in its guidance on recruitment and selection.
Check messaging rules. Rules on unsolicited electronic messages differ by country and by channel. If you send in bulk, take local advice.

Personalise without being strange

Use public work, such as a published project, a talk or a role on a public profile. Do not mention private details, family or anything that makes the person feel watched. Keep personalisation to one line, because a long, flattering paragraph reads like a template. If you cannot write one honest sentence about why this person, do not contact them.

Measure and improve

Track messages sent, replies, positive replies and calls booked per template. Change one thing at a time, such as the subject line or the first sentence. Run a version for at least 20 sends before you compare. A low reply rate usually means weak targeting or a missing pay range, not a weak template. A high reply rate with many “no” answers means the message is clear but the role is not attractive. Go back to the brief and the sourcing plan. See How to source candidates and Boolean search for recruiters.

FastHire is being built for the step after outreach, when replies become applications. It shows each job requirement next to the exact CV passage that supports it, and candidates check their fit before applying. FastHire is coming soon. It does not rank, score or reject candidates. People make every decision.

Choosing the channel

Channel	Good for	Take care with
Email	Longer detail, pay range, attachments such as a brief	Spam filters. Use a real name, a company address and a short subject.
Professional network message	First contact with people who use the network for work	Length limits and platform rules on bulk messages. Do not copy details out of the platform.
Phone or video call	Senior roles, or people who asked for a call	Never call without a prior message unless the person invited it. Offer a time choice.
Text or chat apps	Hourly and shift work, where candidates prefer quick messages	Obtain consent first, keep messages short and respect hours of the day.
Referral intro by a mutual contact	Hard-to-reach specialists	The introducer must agree to share the person’s details.

How to handle the replies

If the person says	You reply	Next step
“Tell me more”	Send the brief, pay range and two call times within one working day	Hold a 15-minute call and ask about the must-haves
“Not now, maybe later”	Thank them, ask whether you may contact them again in six months, and record the answer	Add to talent pool only with their consent and a retention date
“Not interested”	Thank them and confirm you will not contact them again about this role	Delete or flag the record as agreed
“How did you get my details?”	Answer plainly: where you found them, why you contacted them and how to object	Record the answer and follow any request to delete
“What is the salary?”	Give the range. If it is not approved yet, say so and give a date	Escalate to the hiring manager to fix the range

Reply within one working day. Quick replies protect your reputation and your reply rates. If you are away, set an automatic reply that names a backup. If someone asks you to end contact, end it and note it.

A short checklist before you send

Is the first line specific to this person, and true?
Are the role, place and pay range clear without opening a link?
Have I said where I found their details?
Is the ask small, and is the exit polite?
Could I send the same message to a colleague’s relative without embarrassment?
Have I removed any pressure, exaggeration or false urgency?

Frequently asked questions

How long should a recruiter message be?

Keep it under about 120 words. That is enough for the reason you are writing, the role, the pay range, where you found the person and a clear next step.

Should I include the salary range?

Yes. It saves time for both sides and builds trust. In some places pay information is also required by law in job ads or on request.

How many follow-ups should I send?

One. A second follow-up tends to feel like pressure. Close the thread politely if you hear nothing.

Is it okay to contact someone on a personal email or phone?

Be careful. Use the channel the person uses for professional contact. Do not use private details that you obtained in unclear ways, and follow the data protection rules in your country.

What if the person says no?

Thank them, cease contacting them about that role and delete or mark their details as agreed. A courteous exit protects your reputation.

Related guides

This is general information, not legal advice.

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October 13, 2026

How to screen applications quickly: a 20-minute method for small teams

You can screen a batch of applications quickly and fairly with a three-pass method. Pass one checks each resume or CV against your must-haves in about 30 seconds. Pass two records the evidence for the people who pass. Pass three turns the evidence into a short list. For a pile of 40 applications, this takes about 90 minutes in total, split into short sessions.

Key takeaways

Write the must-haves before you open the first application, and do not change them while you read.
Pass one: yes, no or unclear against each must-have. Do not rank.
Pass two: note the exact line in the CV that supports each yes. No line, no yes.
Pass three: invite everyone who meets all the must-haves, up to the number you can interview.
Remove names, photos and personal details where you can, and keep a record of every decision.

Before you start: set up the screen

Screening goes wrong when it starts before the criteria exist. Prepare three things.

The must-haves. Three to five items, each answerable yes or no from a resume or CV. If you have not written them yet, start with our guide to job requirements candidates can actually check.
A screening sheet. One row per candidate and one column per must-have, plus a notes column and a decision column.
A time box. Decide how long you will give each pass, for example 30 seconds, 2 minutes and 10 minutes. A time box prevents the habit of reading the first twenty applications closely and the last twenty barely at all.

If more than one person screens, agree the meaning of each must-have first. “Experience with customers” can mean a retail job to one person and a call-centre job to another. Write one example of what counts and one of what does not.

Pass one: the 30-second check

For each application, look only for the must-haves. Mark each as yes, no or unclear. Do not form a view of the person. Do not look for reasons to reject beyond the must-haves.

Mark	Meaning	Example for “one year of customer support work”
Yes	The CV clearly shows it	“Customer support agent, 2022 to 2024”
No	The CV clearly shows it is missing, or the applicant states they do not have it	Only warehouse work listed, and no related volunteering
Unclear	The CV could support it but does not say	“Helped customers” in a shop job with no length given

Treat unclear marks with care. A CV is a summary, and many strong candidates write poorly about themselves. For unclear marks, plan to send one short question by email, as in the templates below. Do not treat unclear as no.

What to leave out of pass one

Name, photo and address. Cover or ignore them where you can. The US Equal Employment Opportunity Commission says employers generally should not ask for an applicant’s photo before hiring, on its page about prohibited employment policies and practices.
Age, graduation year and dates that hint at age. They are not must-haves.
Gaps in work history. A gap is not a requirement. Ask about it only if it affects a must-have, and then ask neutrally.
Schools and employers you like. Brand names are not evidence of skill.
Typos in a CV. Count them only if the role needs careful writing, and then only as evidence for that must-have.

Pass two: write down the evidence

For each candidate who has no “no” marks, spend about two minutes finding the exact words in the CV that support each yes. Copy the line or note it in your own words. This takes a little time, but it does three useful things. It prevents you from saying yes because the CV feels good. It makes it easy to explain your decision later. And it gives the interviewer the right questions to ask.

Here is an example row for a “customer support assistant” role.

Must-have	Evidence from the CV	Mark
1 year of customer support work	“Support agent, Brightside Pets, Mar 2022 to Jun 2024: handled email and chat”	Yes
Clear written English	Cover note is clear and organised; no errors affecting meaning	Yes
Comfort with new software	“Introduced a new ticket tool for a team of four”	Yes
Available five days a week	Not stated	Unclear, ask

FastHire is being built to make this step easier: it shows each job requirement next to the exact CV passage that supports it, so a person can check the evidence quickly. FastHire is coming soon. It does not rank, score or reject candidates. You make every decision, whether you use a spreadsheet or a tool.

Pass three: build the short list

Count the candidates with all “yes” marks. If you can interview all of them, invite them. If you have more than you can see, do not rank. Use a neutral rule that you write down before you apply it. Options include random selection among those who meet all must-haves, or applying one extra criterion that you already published as a “nice to have”. Document the rule.

Random selection among equals sounds odd, but it is fair, quick and easy to defend. If a candidate wants to know why they were not invited, you can say that many people met the requirements and that you used a neutral method to select interviewees.

Emails to send during screening

Asking one question about an unclear mark

Subject: One question about your application for [role]

Hello [name],

Thank you for applying. To complete our review, could you tell us [one specific question, for example: how many days a week you are available]? A short reply is fine.

Please reply by [date]. We will tell you the outcome by [date].

[Your name]

Inviting a candidate to the next step

Subject: Next step for [role]

Hello [name],

Thank you for your application. Your experience matches the requirements we listed, and we would like to invite you to [next step, for example a 20-minute call]. Please choose a time here: [link or two options]. Tell us if you need any adjustment, such as a different format.

[Your name]

Declining after screening

Subject: Your application for [role]

Hello [name],

Thank you for applying for [role]. We received many applications and have decided to continue with candidates who show [the must-have they did not show, for example at least one year of customer support work] in their application.

We wish you well in your search.

[Your name]

Send the decline within the date you promised, even when the message is short. Candidates remember employers who answer. Keep the message honest and specific, and do not make promises about future roles unless you mean them.

A 20-minute version for very small teams

If you only have a handful of applications, you can run all three passes in 20 minutes. Spend five minutes writing the must-haves, ten minutes on pass one and pass two together (reading each CV once and noting the evidence as you go), and five minutes deciding who to invite. The rule that must not change is the order: criteria first, evidence second, decisions third.

How to keep screening fair and lawful

Screening is a decision point, so equal treatment matters. Use the same written must-haves for every application. Do not ask about, or draw conclusions from, protected characteristics such as age, sex, race, religion, disability or pregnancy. Keep your sheet and your notes, because they show that you used job-related criteria. In Great Britain, the Acas page on recruitment explains how discrimination law applies to choosing who to interview.

Applicant data is personal data. In the UK and the EU, data protection law applies, and you should tell applicants how you will use their data and delete it when you no longer need it. The Information Commissioner’s Office explains the rules in its guidance on recruitment and selection.

A note on automated screening tools

Some software scores or ranks applicants automatically. These tools can create legal and fairness risks, and in some places they trigger specific duties. If you use a tool, keep a person in charge of every decision, ask the vendor how it works and what data it uses, and check the rules for your location. Our guide to hiring without an HR team covers record keeping, and our first hire plan shows where screening fits in the whole process.

Common screening mistakes

Screening while tired or rushed. Use short sessions, and re-check a sample at the end of the day.
Changing the must-haves after seeing the pile. Add a new criterion only if you apply it to everyone from the start.
Rewarding polished CVs. Some people write better CVs than they do work. Look for evidence, not style.
Never telling candidates the outcome. A short decline is better than silence.
Skipping notes. Without notes you cannot explain or repeat your decisions.

A worked example: twelve applications in about 40 minutes

This example is invented to show the flow. It is not data from a real company. A small online shop advertises for a customer support assistant with four must-haves: one year of customer support work, clear written English, comfort with new software and availability five days a week. Twelve people apply.

Step	What the reviewer does	Result
Set up (5 min)	Writes the four must-haves, one example of what counts for each, and the screening sheet	Sheet ready
Pass one (12 min)	Reads each CV for about one minute against the four must-haves	Seven applicants have all yes marks, three have one unclear mark, two have a clear no
Questions (5 min)	Sends one email to the three applicants with an unclear mark, asking about availability	Two reply with yes, one does not reply by the date
Pass two (12 min)	Notes the exact CV line behind each yes for the nine remaining applicants	Evidence recorded for each
Pass three (5 min)	Invites all nine, because the shop can interview nine in two days	Nine invitations sent
Decline emails (5 min)	Sends the short decline to the two clear no applicants and to the one who did not reply	All applicants informed

Nothing in this process needed a ranking. Every candidate was judged against the same four statements, and each decision can be explained in one sentence.

Calibrating with a second reviewer

If two people screen, calibrate first. Both read the same five applications alone, mark them against the must-haves and then compare. Where you disagree, decide what the must-have means and write the example in the sheet. This takes 15 minutes and removes most later arguments. After screening, the second reviewer can also check a sample of the “no” decisions, for example every fifth one, to catch errors. A short second look is cheap compared with losing a strong candidate by mistake.

Frequently asked questions

How many applications should I read closely?

Read all of them once against the must-haves, which takes seconds each. Read closely only the ones that pass pass one, and note the evidence.

Is it fair to reject applications that miss one must-have?

Yes, if the must-have is genuinely essential, written down before screening and applied to everyone. If it is only a preference, it should not be a must-have.

What do I do with a candidate who has a gap in their CV?

Do not treat the gap as a reason to reject. If it affects a must-have, for example the length of experience, ask a neutral question about the work they did.

How long should I keep rejected applications?

Keep them only as long as you need them, and tell applicants how long that is. Rules differ by country, so check the guidance of your data protection regulator.

Should I use AI to screen resumes?

Some tools can help you read faster, but the decision should stay with a person, and local rules may apply. Ask the vendor how the tool works and keep your own records.

Related guides

This is general information, not legal advice.

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October 13, 2026

How to run an intake meeting with a hiring manager

An intake meeting is the working session where a recruiter and a hiring manager agree what the role needs, how to judge candidates and how the process will run. Plan 45 to 60 minutes, bring a written agenda and a question list, and leave with a signed-off brief, a scorecard, a timeline and a named owner for each step.

Key takeaways

Prepare before the meeting: read the old job description, the team structure and recent hires for similar roles.
Use a fixed agenda: outcomes, must-haves, nice-to-haves, interview plan, timeline, pay range and risks.
Calibrate with three or four real example CVs. This shows what the manager means in practice.
End with written decisions and dates. Send the notes within one working day.
Treat the meeting as a joint design session, not an order form.

How an intake meeting differs from a kickoff

Many teams use “intake” and “kickoff” for the same meeting. In this guide, an intake meeting is the detailed working session between the recruiter and the hiring manager. A kickoff may add more people, such as the interview panel. If you want the broader view, read our guide on the recruiter kickoff meeting. Here the focus is the question bank and the calibration step, which many teams skip.

Before the meeting: 30 minutes of preparation

Read the old description and the team structure. Note anything that seems out of date.
Look at past hires for similar roles. What worked? How long did hiring take? Use your own records, such as a hiring dashboard.
Check the market. Collect a few current adverts for similar roles, with their requirements and pay if shown. Bring them as examples, not as a standard.
Send a short pre-read. Ask the manager to write three bullet points: what will this person achieve in a year, what tasks will they do, and what skills are essential.
Book 60 minutes and a quiet room. Block time for a 10-minute follow-up call if you need it.

A 50-minute agenda

Minutes	Topic	Output
0 to 5	Purpose and agenda; confirm the decision-maker and approval status	Shared view of what the meeting must achieve
5 to 15	Outcomes and tasks: what success looks like in 6 and 12 months	Three outcomes, five to eight main tasks
15 to 25	Must-haves and nice-to-haves, and what evidence shows each	Draft must-have list with evidence examples
25 to 35	Calibration with sample CVs	Agreement on what a strong, a maybe and a not-yet CV looks like
35 to 42	Interview plan and scorecard: stages, panel, questions, tasks	Plan with owners
42 to 47	Timeline, pay range, approval and risks	Dates and constraints
47 to 50	Summary and next steps	List of decisions and follow-ups

The question bank

Outcomes and context

What should this person have achieved after six months and after twelve months?
What is the most important problem they will solve?
Why is the role open now? Is it new, a replacement or a change?
Who will they work with every day? What do those people need?
What would make you say, a year from now, that this was a great hire?

Requirements and evidence

Which three skills or experiences does the person need on day one? What could they learn in the first three months?
For each must-have, what would we see in a CV or hear in an interview that proves it?
Which requirements come from the work, and which come from habit or past hires?
Would a person with different experience but the same skill succeed? Which routes into this role are valid?
Is any requirement a qualification the law or a regulator requires?

Process and logistics

Who will be on the interview panel? Can all of them attend in the next two weeks?
How fast can you give feedback after each stage? What turnaround do you commit to?
What is the pay range, what flexibility exists, and who approves an offer?
What is the target start date? What notice periods are likely?
What would make you pause or end the search?

You can send the question bank before the meeting. Managers who see the questions in advance often arrive with better answers.

The calibration step: use real CVs

Words such as “strong communication” or “senior” mean different things to different people. Calibration turns them into examples. Take three or four anonymised CVs, for example from a past search with names removed or from public sample CVs, and ask the manager to mark each as strong, maybe or not yet. Then ask why. Write the reasons as evidence statements, such as “has led a team of at least five for a year” or “has handled customer complaints in writing”. Look for hidden criteria such as school names or employer prestige. If they appear, discuss whether they are job-related.

This step also exposes disagreements between the manager and other interviewers, which are much easier to fix before the search than in the debrief. Our guide on interview debrief meetings shows how disagreements surface later if they are not resolved earlier.

Keep the process fair

Check each requirement for a protected trait. “Digital native”, “recent graduate” and “young team” signal age. “Native speaker” can signal national origin. Use a precise skill level instead.
Do not accept cultural fit as a criterion. Ask for values-related behaviours that can be observed, and define them.
Agree the same questions for every candidate. See structured interviews.
Keep notes about work, not people. Record evidence for requirements.

The official sources on discrimination give the baseline. In the US, see the Equal Employment Opportunity Commission page on prohibited employment policies and practices. In Great Britain, see the Acas page on recruitment. In the EU, see the Employment Equality Directive and your national law.

After the meeting: the one-page brief

Send a one-page summary within one working day. Ask the manager to reply “agreed” or to mark changes. Use this layout.

Section	Content
Role and reporting line	Title, team, manager, location or remote rules
Outcomes	Three outcomes for the first year
Main tasks	Five to eight
Must-haves	Three to five, each with the evidence that shows it
Nice-to-haves	Up to five, not used for rejection
Process	Stages, panel, tasks, scorecard, expected dates
Pay and approvals	Range, who approves, any limits
Risks and open points	Items to fix, with owner and date

Save the brief where the whole team can find it. It becomes the base for the advert, the screening sheet and the scorecard. If the manager later asks to change the requirements, update the brief and tell everyone who is affected.

Common problems, and what to do

Problem	Response
The manager has no time	Offer a 30-minute version with the three most important sections, and a short follow-up by email
The manager lists 15 must-haves	Ask which three the person needs on day one. Move the rest to nice-to-have or training
The manager says “I will know it when I see it”	Use calibration CVs to turn this into evidence statements
The manager wants a copy of the last hire	Ask what the last hire did well and what was missing. Describe those as outcomes
The manager changes requirements mid-search	Agree a rule: changes are logged, and the team reviews already declined CVs against the new rule

FastHire is being built for the step right after this meeting. It shows each job requirement next to the exact CV passage that supports it, so the must-haves you agreed become checks a reviewer can see. FastHire is coming soon. It does not rank, score or reject candidates. People make every decision.

A worked example (fictional)

This example is invented to show how the agenda works in practice. A recruiter meets a hiring manager who needs a customer support team lead.

Topic	What the manager first said	What the recruiter asked	Result in the brief
Outcomes	“Someone who can fix our support problems.”	“What would be fixed after six months? How would we know?”	Cut the time customers wait for a first reply; train two new agents; write a weekly summary of top issues
Must-haves	“Five years as a team lead, a degree, CRM experience.”	“Which of these would a strong person lack on day one, and could you train it?”	Must-have: has led or coached other support staff, paid or unpaid; handles complaints in writing. CRM: nice-to-have, taught in the first month. Degree: removed
Evidence	“I will see it in the CV.”	“What would you see? Show me on a sample CV.”	Evidence: a CV line that names the team size or the coaching task and the outcome
Process	“We will chat to a few people.”	“Who will interview? What will each ask? When will you give feedback?”	Two stages, a panel of two, one scorecard, feedback within two working days

The manager started with a status list and ended with a short list of observable skills. The change came from a few direct questions and one sample CV, not from a debate. The recruiter then sent the one-page brief within a day, and the manager replied “agreed” with one correction.

Use the meeting to set service levels

An intake meeting is also the best moment to agree what each side promises. Write two short lists in the brief: what the recruiter will do and what the manager will do.

Recruiter commits to	Hiring manager commits to
Share a first shortlist with evidence by an agreed date	Review the shortlist within an agreed number of working days
Update the manager weekly, even if there is no news	Attend scheduled interviews or give notice of changes
Tell every candidate the outcome	Submit scorecards within one working day after each interview
Raise problems early, such as a thin pipeline	Say early if requirements change

Agreeing these points at the start makes them easier to enforce later. When a delay occurs, you point to a shared note instead of starting an argument. For ways to track the numbers behind these promises, see eight recruitment numbers worth tracking.

Remote and multi-country intake

If the manager and the recruiter work in different places, run the intake by video and share a document during the call. Use one shared document so that both of you edit the same brief and nobody keeps a private version. If the role covers more than one country, add a section that states, for each country, the employment type, the pay range, the language needed, the work authorisation rules and the notice periods. Rules differ across the US, the UK and the EU, so involve HR or a local adviser early. Our guide to hiring in another country lists the main questions.

Time zones add friction. Agree the hours when the manager can respond to candidates and the hours for interviews. Write them in the brief, and put them in the candidate preparation message too.

Frequently asked questions

How long should an intake meeting be?

Aim for 45 to 60 minutes for a new role. A repeat role with an up-to-date brief can take 20 to 30 minutes.

Who should attend?

The recruiter and the hiring manager. Add a peer or the HR partner if the role is new or sensitive. Keep the group small, so decisions are made in the room.

Should I use a form instead of a meeting?

A form helps with the pre-read, but a conversation finds disagreements and unclear words. Use both.

What if the manager is senior and pushes back on my suggestions?

Bring evidence: past hires, market adverts and candidate feedback. Offer a short test period for the new approach and agree what you will check. Our guide on pushing back on unrealistic requests has scripts.

Do I need a new intake for each opening of the same role?

Review the existing brief. If the work has changed, run a short intake. If not, confirm the details and update the timeline.

Related guides

This is general information, not legal advice.

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October 13, 2026