Category: Recruiters and HR teams

Use a recruitment agency when you need reach, speed or a specialist network that you cannot build yourself, and brief it as you would a colleague: with checkable requirements, a pay range, a timeline and a fair process. Agree fees, guarantee and exclusivity in writing. Review shortlists on evidence, and measure results so that you know whether to renew.

When an agency makes sense

Situation	Agency can help	Alternative
Hard-to-fill specialist role	Access to a niche network	Targeted sourcing by your own team
Urgent volume hiring	Extra capacity	Hiring day and batch screening. See hiring in volume
New market or country	Local knowledge	Local adviser plus your own process
Confidential search	Discretion	Internal confidential process
No internal recruiter	Process support	Template process and a part-time recruiter
Easy-to-fill role	Rarely worth the fee	Free and low-cost channels. See post jobs for free

Compare the cost with other options. Our guide on the cost to hire an employee lists the items to include, and how to source candidates shows what you can do in-house.

Types of agency and how they differ

• Contingency: you pay only when you hire a person the agency submitted. Quick to start, but several agencies may compete.
• Retained: you pay an up-front part and the rest on stages. Suited to senior or hard searches, with more effort from the agency.
• Temp or staffing: the agency employs the worker and places them with you. Pay, tax and some duties differ. Check the rules where you operate.
• Executive search: a retained model with deep research for senior roles.
• RPO (recruitment process outsourcing): an outside team runs part or all of your process.

In the UK, agencies and employment businesses have legal duties, explained on GOV.UK employment agencies and businesses. In the US and EU, rules vary by state and country. Ask the agency to explain which apply.

Step 1: write a brief that works

A weak brief wastes both sides time. Give the agency what you would give an internal recruiter.

Item	What to include
Role and level	Title, team, reporting line
Must-haves	Checkable requirements, few and real. See checkable job requirements
Nice-to-haves	Clearly marked as such
Pay and package	The range and main benefits, agreed internally first
Process	Stages, interviewers, the scorecard and the timeline
Fairness rules	Open recruitment, no questions on protected topics, accommodations welcome
Sell points	Honest description of the work, team and challenges
Data rules	What data they may collect and how; privacy notice; retention
Contact and feedback	Who gives feedback and how fast

Hold a short intake meeting with the agency and the hiring manager. Ask the agency to repeat the brief back to you in their words.

Step 2: agree fees and terms in writing

Terms vary widely. Read them carefully and ask questions before you sign. Below is a checklist of points to settle. Do not copy a number from a general guide; ask each agency and compare.

Term	Questions to ask
Fee basis	Percentage of first-year pay, fixed fee, or hourly mark-up for temps? What pay figure counts (base only, or bonus too)?
Payment stages	When is each part due? On shortlist, on offer, on start?
Guarantee period	If the hire leaves, what do you get: refund, replacement, or credit? For how long? What conditions apply?
Exclusivity	Is the search exclusive? For how long? Can you use other channels? What happens to a candidate you already know?
Candidate ownership	If a candidate was submitted, how long does the agency claim a fee if you hire them later, by another route?
Temp-to-perm	What fee applies if you convert a temp to a permanent role?
Data	Who is the controller of candidate data? How is consent obtained? How are requests handled?
Fair practice	Does the agency commit to equal treatment and no discriminatory questions or ads?
Termination	How can you end the agreement, and what notice applies?

Ask a lawyer to review a long or exclusive agreement. Keep a copy, and diarise the dates of any exclusivity or ownership periods.

Step 3: set the process and the rules

• Share your scorecard and ask the agency to present candidates with evidence against each requirement.
• Ask for the candidate resume or CV as it was supplied, plus a short, factual summary. Avoid vague words such as “great” or “a star”.
• Agree what the agency may say to candidates about pay and process. Candidates should hear the same story from you and the agency.
• Agree the timeline: when you give feedback, how many interviews, when the offer.
• Agree rules on contact: the agency should not push candidates, and should not share your confidential information.

Step 4: review shortlists on evidence

Treat agency candidates like any other candidates. Score them on the same scale, against the same requirements, using the same questions. Do not give extra weight because an agency recommended someone, and do not drop someone because of an agency summary. Ask for clarity where a summary is unclear. Run a shortlist review with the manager, and give prompt feedback to the agency so that it can improve.

Step 5: fairness, law and data

• You are responsible for fair treatment, even when an agency does the work. Include equal treatment duties in the contract. See the EEOC and GOV.UK employing people.
• Check that the agency does not discriminate in ads or screening. Review a sample of their ads.
• Agree who sends privacy notices. See applicant privacy notice template.
• Make sure the agency follows your retention rules for your candidates. See applicant data retention.
• Check right to work duties. Agree who does the check and keeps the record. See how to check the right to work.
• If the agency uses automated tools, ask how, and keep people in charge of decisions.

Step 6: measure quality and decide whether to renew

Measure	What it tells you
Share of submitted candidates who meet all must-haves	Quality of screening
Time from brief to first shortlist	Speed
Interview-to-offer rate	Fit with your needs
Offer acceptance rate	Quality of candidate management
Retention at 90 days and six months	Long-term fit
Candidate feedback	Experience and fairness
Total cost per hire including all fees	Value for money

Review these after each search. Share the results with the agency. Renew or end the relationship based on facts. Add the numbers to your hiring dashboard.

Managing several agencies

Using more than one agency can widen reach but creates risks: duplicate submissions, mixed messages and disputes over who introduced a candidate. Set a rule: the first agency to submit a candidate with a date-stamped record owns that introduction. Ask all agencies to follow the same brief. Hold a shared update each week. Consider a preferred supplier list, with agreed terms and regular review.

Common mistakes

• A vague brief, then blaming the agency for poor shortlists.
• Signing exclusivity without a clear reason or end date.
• Not reading the candidate ownership clause.
• Changing the requirements mid-search without telling the agency.
• Skipping your own scorecard for agency candidates.
• Not checking the agency ads for fair wording.
• Giving slow feedback, so that good candidates drop out.

Checklist

• Reason for using an agency is written.
• Brief is written and shared in a meeting.
• Fees, guarantee, exclusivity and ownership are in the contract.
• Fairness and data duties are in the contract.
• Shortlists are scored on your scorecard.
• Feedback is given within one or two days.
• Results are measured and reviewed.

Worked example (fictional)

A software company needs a rare data engineer. The recruiter has no network in this niche, so she briefs a specialist agency. She writes the requirements, the pay range, the process and the fairness rules, and holds a call with the agency and the manager. The contract sets a percentage fee payable on start, a guarantee period with a replacement, a non-exclusive search and a twelve-month ownership clause. The agency submits four candidates with resume or CV and a short summary. The manager scores them on the standard scorecard, and gives feedback in two days. One candidate receives an offer. After the hire, the recruiter records the cost, the time and the retention at 90 days, and decides to add the agency to a preferred list for similar roles.

How to run the first call with an agency

The first call sets the tone. Prepare a one-page brief and send it a day ahead. On the call, ask the agency to describe how it will search: which channels, which networks, how many people it expects to reach, how it screens, how long it will take to the first shortlist. Ask for examples of similar roles it has filled, and for the typical reasons candidates drop out. Ask how it handles requests for adjustments, how it records consent and how it treats candidate data. A good agency answers clearly and asks questions about your business. A weak one promises speed and quality without detail.

Ask for references from other clients, and call at least one. Ask the client whether the shortlists matched the brief, how quickly feedback was handled and whether any fee disputes arose. Check that the agency has the right registrations or licences where they are required, using official sources such as GOV.UK in the UK. Agree on one named contact on each side.

What to do when an agency submits candidates you already know

This causes many disputes. Before the search, give the agency a list of candidates already in your pipeline, or tell it how you will handle duplicates. If an agency submits a person you already have, tell it within a day, in writing, and record the date. Check the contract for how ownership is decided. If you hire a person who was submitted by an agency months ago through another route, check whether a fee claim applies. Clear records and a short written rule avoid arguments.

Keeping candidates safe and well treated

Candidates often meet the agency before they meet you. Their experience of the agency becomes their experience of your brand. Agree standards: the agency replies to candidates within a working day, tells them the truth about pay and the process, does not push them, and does not share their details without consent. Ask the agency to send feedback from you promptly and kindly. Read how to give useful feedback to rejected candidates and share it with the agency. Ask candidates how the agency treated them, and act on what you hear.

Ending the relationship well

If an agency does not deliver, say so early and clearly. Share the evidence: the shortlists, the feedback, the dates. Give it a chance to fix the problem. If it does not improve, end the agreement according to the notice terms, confirm in writing what happens to candidates in process and thank the agency. Keep the door open if the issue was fit rather than integrity. Record what you learned, so that your next brief and contract are stronger.

Keep a short agency file for each supplier: the contract, the brief for each search, the dates and the results. Review the file before each renewal. Over time it shows which agencies deliver value for which roles, and it gives you facts to use when you negotiate terms. A small amount of structure turns agency work from a series of one-off favours into a managed part of your hiring, with clear costs, clear duties and clear results.

Frequently asked questions

When should I use a recruitment agency?

When the role is hard to fill, urgent or in a niche, or when you lack capacity. For easy roles, other channels may be cheaper.

What is a normal agency fee?

It varies by market, role and agency. Ask each agency, compare in writing, and check what pay figure the fee is based on.

Do I still need my own scorecard?

Yes. Score agency candidates against the same requirements as every other candidate.

Who is responsible for fair treatment if an agency screens candidates?

You are, as the employer. Put equal treatment duties in the contract, and review the agency ads and process.

Related guides

• Recruiters hub
• Choose recruiting software
• Employer guides

This is general information, not legal advice.

Inclusive sourcing means finding candidates from a wider range of places and backgrounds, then judging them all by the same job-related criteria. You can lawfully widen outreach, use more channels, remove barriers and welcome applications from under-represented groups. You cannot lawfully pick people on a protected trait in most places. This guide shows what to do and how to measure it.

What inclusive sourcing is, and what it is not

Inclusive sourcing is about reach. It asks: who can see our job, who feels able to apply, and who do we never reach? It does not mean lowering standards or picking someone because of a trait. In most places, selection that favours or excludes a person because of race, sex, age, religion, disability or other protected traits is unlawful. Outreach that welcomes more people to apply is lawful and good practice.

The law differs by country. In the US, Title VII and other laws prohibit discrimination in hiring, and the EEOC explains the rules. In the UK, the Equality Act allows limited positive action in some cases, such as encouraging applications from under-represented groups or choosing between equally qualified candidates, but it does not allow quotas or automatic preference; check GOV.UK employing people and take advice. In the EU, equal treatment directives apply through national law, with some positive action allowed. See our EU equal treatment guide.

Usually lawful	Usually unlawful or risky
Advertising widely, including in communities that are under-represented	Stating that only people of one sex, race or age may apply, without a lawful exception
Removing barriers: plain language, flexible hours, accessible forms	Setting different standards for different groups
Offering mentoring or training open to all, or encouraging applications from under-represented groups	Quotas or automatic preference in selection (in most places)
Using blind screening and structured interviews	Asking for protected traits in screening
Measuring outcomes by group (where lawful) to find gaps	Using the data to pick individuals by trait

Step 1: define the role by skills

Pedigree requirements shut doors without telling you about ability. Replace “degree from a top university” with the skills the job needs. Replace “five years in the same sector” with outcomes: “has managed a supplier relationship from start to finish”. Use checkable job requirements and keep the list short. See must-haves vs nice-to-haves.

Step 2: widen the channels

Channel	Who it can reach	Tip
Open job boards and your site	Active job seekers	Clear title, pay and plain language
Community organisations and networks	People who may not see mainstream boards	Build relationships, not one-off posts
Colleges, apprenticeships and training providers	Early career and career changers	Share real tasks, not just logos
Employment services and returners programmes	People returning to work or changing field	Describe support and flexibility
Disability employment services	People with disabilities	Offer adjustments in the ad and process
Veterans and service leaver programmes	Service leavers	Translate roles into civilian terms
Referrals	Quality and speed	Ask staff to share the open ad; same process for all
Past applicants (with consent)	Warm leads	Contact only those who agreed

See how to source candidates and how to post jobs for free. Track which channels bring suitable applicants and stay with the ones that work.

Step 3: write open outreach and ads

• Use plain words and short sentences.
• Describe the work and the support available, not the “ideal” person.
• Avoid gendered or age-linked words. See age discrimination in hiring.
• Say that you welcome applications from people of all backgrounds, and that adjustments are available.
• Show pay or the range where required or helpful. See salary in job ads.
• Use real images of your team. Avoid stock photos that show a narrow group.
• Make the application short and accessible. See accessible job applications.

Outreach message example

“Hello [name], I am hiring for a [role] at [company]. The work involves [two or three tasks]. You do not need a specific degree. We look for [skills]. The salary range is [range], and the role is [hours, place]. If you are interested, you can apply here [link], or reply with any questions. If you need adjustments for the process, tell me and we will arrange them.”

Step 4: keep selection fair

Once people apply, treat them all the same. Use the same questions, the same scale and the same reviewers. Hide names and personal details in screening. Use a scorecard. See blind CV screening, structured interviews and how to reduce interview bias. Do not add steps for some applicants or skip steps for others.

Step 5: remove barriers in the process

• Offer flexible interview times, including early or late slots.
• Offer video or phone options.
• Tell candidates what to expect, and who will be there.
• Invite requests for adjustments and answer them quickly. See reasonable adjustments in interviews.
• Pay reasonable travel costs for in-person stages where you can.
• Avoid unpaid long tasks. Keep any exercise short and tied to the job.

Step 6: measure and improve

Track the funnel by stage: reach, applications, screens, interviews, offers and hires. Where the law allows, collect optional monitoring data in a form that the hiring team does not see. Look for a stage where one group drops out far more than others. Then check the criteria, wording, questions and scoring at that stage. Fix one thing, and measure again. The four-fifths rule guide explains one simple check used in the US, with its limits.

Stage	Measure	What a gap may mean
Reach	Views and clicks by channel	Channel does not reach the group
Apply	Starts versus completions	Form or wording is a barrier
Screen	Pass rate by group	Criteria or screening method is unequal
Interview	Score distribution	Questions or panel may be unequal
Offer	Acceptance and pay by group	Offer terms or process may be unequal

Keep the data safe and use it only to improve the process. See GDPR for job applicants for the rules on special category data in the UK and EU.

Referrals and networks: handle with care

Referrals are efficient and often produce good hires, but they can repeat the shape of your current team. Balance them. Ask staff to share the open ad widely, not to name individuals. Give referred candidates no advantage in scoring. Track the mix of referred and other candidates through the funnel. If referrals dominate and the pool is narrow, add other channels.

Tools and AI in sourcing

Sourcing tools can search large databases. Check what data they use and how they rank. Avoid tools that filter by traits you cannot lawfully use, such as age or sex, even indirectly through proxies. Keep a person in charge of the decisions. Check local rules for automated tools, such as NYC Local Law 144 and GDPR Article 22. FastHire is coming soon and is designed to show evidence from CVs against each requirement, with people making every decision.

Common mistakes

• Treating inclusion as a campaign, not a change in process.
• Posting once in a community group and expecting results.
• Using words that signal a narrow profile.
• Making promises about preference in selection that the law does not allow.
• Not measuring, so no one knows what works.
• Collecting monitoring data without a notice or a safe store.

Checklist

• The role is defined by skills and outcomes.
• At least three channels are used, including some new ones.
• Ads and outreach use open, plain language.
• Selection uses blind screening, structured interviews and scorecards.
• Adjustments are offered and easy to request.
• Outcomes are measured by stage and group, where lawful.
• Findings lead to one change at a time.
• Records are kept safely and deleted on schedule.

Worked example (fictional)

A logistics company wants more applicants for warehouse supervisor roles. The recruiter rewrites the ad to list skills and outcomes, removes a degree requirement, and adds a line on flexible shifts and adjustments. She posts on open boards, shares the ad with a local employment service, a college training programme and a returners network, and asks staff to share it widely. Screening hides names and uses a scorecard. After two rounds, the funnel shows more completed applications, and a drop in the share of interviews offered to older applicants. She reviews the interview questions and finds one that asked about “energy”. She replaces it with a question about handling busy shifts, and the gap narrows in the next round.

Building relationships with communities, not just posting jobs

A single post in a community group rarely changes who applies. Relationships do. Contact organisations that serve the groups you want to reach, such as training providers, local employment services, professional networks and charities. Explain the roles, the support and the process. Ask how you can make your process easier for their members. Offer a short information session or an open day. Keep in touch even when you have no job open, so that you are known when one appears. Be clear that you cannot promise jobs, and that everyone is assessed on the same criteria.

Treat these partners as advisers. Ask them to read your ad and tell you what would put their members off. Ask what barriers they see: transport, childcare, language, a hard form, an unwelcoming website. Then fix what you can and tell them what you changed. This feedback loop is one of the most effective ways to improve both reach and fairness, and it costs only time and attention.

Returners, career changers and non-traditional routes

Many capable people reach a role by a path your ad did not imagine: after a break for care, after military service, from another field, through self-study or from a different country. Make it clear that you welcome these routes. Ask for evidence of skills in a way that suits them: a short work sample, a project description or a structured interview, rather than a long list of past titles. See work sample tests and career gaps and job hopping for how to read these histories fairly.

Support after the offer

Inclusive sourcing only works if people stay and thrive. Plan the first weeks with care: a buddy, a clear plan, honest feedback and a manager who has been briefed. Use the 30-60-90 day plan guide and first 30 days guide. Ask new hires how the process felt, and what you can do better. Feed the answers back into your sourcing and your interview design.

Finally, tell the story of your progress honestly. Share what you changed, what you measured and what you are still working on. Do not claim more than the data shows. Candidates and staff notice when words and actions differ, and trust grows when you are open about both progress and gaps. A modest, steady and honest approach to reaching more people will do more for your hiring than a loud campaign, and it keeps you on the right side of the law while you build a team that reflects the wider community you serve.

Frequently asked questions

Is it legal to target outreach at under-represented groups?

Broad outreach and encouragement to apply is generally lawful in the US, UK and EU. Selection must still be based on job-related criteria. Take advice before using preferences.

Can I set diversity quotas?

In most places, quotas or automatic preference in hiring are unlawful. Some narrow exceptions exist. Take advice.

How do I measure inclusion without collecting sensitive data?

Use optional, anonymous monitoring forms where the law allows, and check process points such as wording, criteria and drop-off by stage.

What is the first step?

Rewrite your next job ad in plain language by skills, add two new channels, and measure the funnel.

Related guides

• Recruiters hub
• How to source candidates
• Employer guides

This is general information, not legal advice.

There is no single answer to how long you can keep a resume or applicant record. In the US, federal rules require employers to keep personnel and employment records for at least a year, and longer in some cases. In the UK and EU, data protection law says you may keep personal data only as long as you need it for a stated purpose. Set a written schedule, tell candidates, and delete on time.

Why retention matters in recruitment

Two opposite risks sit side by side. If you delete too early, you may break record rules or lose evidence that your process was fair. If you keep too long, you may break data protection rules, increase the damage of a data breach and keep information you no longer need. A clear schedule balances the two, and it saves time, because everyone knows what to do.

United States

The EEOC states that its regulations require employers to keep all personnel or employment records for one year, whether or not a charge has been filed, and to keep records longer once a charge exists, until it is resolved. Payroll records must be kept for longer under other rules: for example, the EEOC page notes three years for payroll records under the Age Discrimination in Employment Act. Read the EEOC recordkeeping requirements for the current text. Government contractors may have longer duties, and states may add rules. Ask your adviser what applies to you.

• Treat resumes, applications, scorecards, interview notes and offer records as employment records for the period your rules require.
• Keep records for the same period for every applicant for the same role, so that you do not treat people differently.
• If a charge, complaint or claim is raised, keep all related records until it is resolved.
• Some state privacy laws give applicants rights to know, access and delete data. Check which apply.

United Kingdom

The UK GDPR requires that you keep personal data no longer than is necessary for the purpose. There is no fixed period for unsuccessful applicants. You decide the period, base it on a clear reason, record it and apply it. The ICO guidance on recruitment and selection explains the data protection points. Think about the time you might need the records to respond to a claim, and balance that against the burden of holding data. Many employers set a short period for unsuccessful applicants, and a longer period for the file of a person who is hired, which becomes part of the employment record.

European Union

GDPR includes a storage limitation principle: personal data must be kept in a form that identifies people for no longer than necessary. See the text on EUR-Lex. National laws and regulators may set specific periods or give guidance for recruitment data, and some countries are strict. Check the guidance of the data protection authority in the country where you hire, and the EDPB for cross-border points.

Build a retention schedule

A schedule lists each type of record, the reason you hold it, the period and the action at the end. Use the following as a template, and fill in your own periods after checking local rules with an adviser. The periods are for you to set; do not copy them from another business.

Record	Reason	Period (set after local advice)	End action
Application and resume of unsuccessful candidate	Fair process records and possible claims	[period]	Delete or anonymise
Interview notes and scorecards	Evidence of fair decisions	[period]	Delete
Talent pool data (with consent)	Future roles	[period, with periodic renewal]	Delete or ask for renewal
Offer letters and hire records	Employment record	As employment records	Move to the employee file
Right to work evidence	Legal duty	As the law states	Follow the official guidance
Background check results	Specific purpose	Shortest needed	Delete
Diversity monitoring data (if any)	Statistics	Anonymise soon after collection	Anonymise
Access request logs	Evidence of compliance	[period]	Delete

For talent pool data, you need clear consent and a reason to keep it. See how to build a talent pool with consent.

Tell candidates

Say in your privacy notice how long you keep data and why. If you hold data for a talent pool, say so and offer a way to opt out. Our applicant privacy notice template and GDPR guide show wording. A rejection message is a good place to repeat the period.

Delete safely and on time

1. List all places data sits: tracker, email, drives, chat, spreadsheets, backups and supplier systems.
2. Set automated deletion in the tracker where possible, based on the date of the decision.
3. Run a monthly check for records past their date. Delete or anonymise them.
4. Ask suppliers to delete data from their systems and confirm in writing.
5. Handle backups according to a rule: they expire on a cycle, or data is overwritten. Document the rule.
6. Keep a simple deletion log: date, record type, method and who did it.
7. Check that the deletion is real, not just hiding the record.

When to pause deletion

If someone raises a complaint, a claim, a regulator inquiry or a request that may lead to one, pause the deletion of related records. Tell the data lead and HR. Keep the records safe and restricted. Take advice on how long to keep them and when to resume deletion. This is called a legal hold in some places. Without it, deleting records during a dispute can cause serious problems.

Common mistakes

• No schedule at all, so records are kept forever by default.
• Different periods for different applicants for the same role.
• Deleting from the tracker but not from email or spreadsheets.
• Forgetting data held by suppliers and agencies.
• Keeping resumes for a talent pool without consent.
• Keeping interview notes with personal opinions that should never have been written.
• Deleting records after a complaint arrives.

Checklist

• A written schedule exists and was checked by an adviser.
• The privacy notice states the period.
• Deletion is automated or checked monthly.
• Suppliers are covered by contract.
• A legal hold process exists.
• Staff are trained on notes and records.
• The schedule is reviewed each year.

Worked example (fictional)

A company hires in the US, UK and Germany. The data lead builds a retention table with one row per record type and a separate column for each region, after asking an adviser in each place. For US applicants, the period respects the federal minimum and is applied to all applicants. For UK and German applicants, shorter periods apply, with the reason written next to each. The tracker is set to flag records for deletion on the date set. Each month the recruiter checks the flag list, deletes the records, asks the video interview supplier to delete its copies and writes a line in the deletion log. When a former applicant raises a complaint, the data lead places a hold on the related records and tells the team.

How to choose a period you can defend

Where the law leaves the period to you, ask three questions. What is the purpose of keeping the record? What is the shortest period that serves it? What would you say if a candidate, a regulator or a court asked why you kept it? Write the answers in the schedule. For unsuccessful applicants, the purpose is usually to show that your process was fair if a claim is made, and to deal with questions from candidates. The time you need depends on how long claims can be brought in your country, so ask your adviser, and write the reason down.

For talent pool data, the purpose is future contact, and the period should be short enough that the data stays relevant, such as a year, with a prompt to renew consent. For records of people you hire, the purpose changes to employment administration, and the employment record rules take over. Keep the two sets of rules clear in your schedule.

Minimising what you keep

The best way to cut retention risk is to collect and keep less. Do not ask for data you do not need at the application stage, such as date of birth, photos or a copy of identity documents. Ask for those only from the person you hire, and only when the law requires. Store scores and notes in a structured form, not in free text full of opinions. Keep personal sensitive data, such as health information for adjustments, separate from scoring data and delete it as soon as the adjustment is in place. See reasonable adjustments in interviews for the process.

Anonymise instead of delete, when you need statistics

You may want to keep statistics about your hiring, such as the number of applicants by stage and source, to improve your process. You can do this without keeping personal data by anonymising: removing names and anything that could identify a person, alone or when combined. True anonymisation is hard. Aggregate counts are safer than lists of individual records. If you keep diversity monitoring data, aggregate it soon after collection and delete the individual responses. Check with your adviser that your method is enough.

Records about the process itself

Some records are about your process, not about individuals: the role brief, the ad, the question list, the scorecard template and the policy. These contain no personal data and can be kept as long as they are useful. Keeping them shows how you designed a fair process, which can help if your decisions are questioned. Date each version and store them with the schedule, so you can show what was in use for each hire.

Retention and automated tools

If you use an applicant tracking system or an AI-based tool, check its settings. Many tools keep data by default for as long as the account exists. Set a retention period in the tool, switch on automatic deletion, and check that deleted records are removed from exports and backups on a defined cycle. Ask the supplier whether it uses applicant data to train its own models, and if so, whether you can switch this off. Record the answer. If a tool helps with screening, keep logs only as long as you need them to explain decisions, and apply the same schedule to those logs. See ATS compliance checklist for questions to ask suppliers.

Review the schedule at least once a year, and when you add a new tool, hire in a new country or when the law changes. A short review, with the data lead, HR and the recruiter, keeps the schedule real. Note the date of the review and any changes, and tell the team. A retention policy that is tested, lived and updated protects both candidates and the business much better than a long document that sits unread on a shared drive.

Frequently asked questions

How long should I keep resumes of people I did not hire?

It depends on the law where you hire and your reasons. In the US, federal rules require at least a year for personnel records. In the UK and EU, keep data only as long as necessary and be able to justify it.

Can I keep resumes for future roles?

Only with a clear purpose and, in many places, the candidate consent. Tell them how long you will keep it and let them opt out.

What should I do with data when a claim is possible?

Pause deletion of related records and take advice.

Do backups count?

Yes. Set a rule so that backups expire on a cycle, and document it.

Related guides

• Recruiters hub
• How long to keep rejected applicant data
• Employer guides

This is general information, not legal advice.

When a candidate asks what personal data you hold about them, the UK and EU GDPR give them a right of access. Log the request the day it arrives, confirm who is asking, search every place the data may sit, remove other people data, and reply within the time the law allows with a copy and the information the law requires. This guide gives the steps and a reply template.

What the right of access is

Under the GDPR in the EU and the UK GDPR, a person can ask an organisation whether it processes their personal data, and if so, can ask for a copy and for information such as why you hold it, who you share it with and how long you keep it. The request is often called a data subject access request, or DSAR. Candidates can use it to see what you recorded about them in the hiring process, including notes and scores. The official guidance of the UK regulator is the ICO right of access guidance. The European Data Protection Board publishes guidelines at edpb.europa.eu. The legal text is in Regulation (EU) 2016/679.

In the US, there is no general federal right of access, but some state privacy laws give job applicants rights to know and access their data, and other laws give access to certain records. Ask your adviser which apply to you. Treat requests from US candidates seriously and consistently.

Why recruiters should care

Hiring files contain opinions, scores and notes. If you write them carelessly, the candidate may read them. A clear process protects you and reminds your team to write facts that relate to the job. It also protects the candidate right to know how their data was used. See GDPR for job applicants for the wider rules.

Step 1: recognise and log the request

A request does not have to use the words “subject access request” or come through a form. An email saying “please send me everything you have about me” counts. It might arrive at a recruiter, a hiring manager or general email address. Train everyone to pass it on within a day. Log the date it arrived, who sent it, what they asked for, and who is handling it. The clock starts when you receive the request.

Field	Example entry
Date received
Channel (email, post, phone)
Requester
Scope (all data or specific)
Identity check needed? Done on
Owner
Reply due date
Extension used? Reason
Reply sent on

Step 2: confirm identity, only as needed

Check that the person is who they say they are, so that you do not give data to the wrong person. Ask for the minimum proof needed. If you know the person from the application email and the request comes from that address, you may already have enough. Do not ask for more documents than needed, and delete any ID copies once the check is done.

Step 3: search every place

• Applicant tracking system: profile, notes, scores, stage history, messages.
• Email: with recruiters, hiring managers and the candidate.
• Calendars and scheduling tools.
• Chat and messaging tools.
• Spreadsheets and trackers, including personal copies.
• Interview notes on paper and in notebooks.
• Assessment tools, video interview platforms and background check providers.
• Shared drives and backups, as far as reasonable.
• Data held by processors, such as agencies and software suppliers.

Ask your suppliers to search their systems too, under your data processing agreements. Note the places you searched, in case you need to explain later.

Step 4: review and redact

The candidate is entitled to their own personal data, not to everything in a document. A page of interview notes may mix the candidate data with data about interviewers or other candidates. Review each item.

Item	What to do
Candidate own data (application, scores, notes about them)	Include
Names and details of other candidates	Remove or redact
Interviewer names and opinions	Consider the rules on other people data and whether an exemption or consent applies. Take advice on how to handle it
Legal advice or privileged material	Check whether an exemption applies
Information that would harm a lawful ongoing process	Check the exceptions with your adviser
Duplicate or unrelated emails	Include only if they contain the candidate personal data

The ICO guidance covers exemptions and third-party data in detail. Take advice if you plan to withhold anything, and tell the person that something has been withheld, and why, where the law requires it.

Step 5: reply on time

Under GDPR the usual time limit is one month from receipt, and it can be extended in certain complex cases. The UK has updated parts of its data rules in recent years, so check the current ICO guidance for the exact rules on timing and on searches. Reply in a secure way: a protected file, a secure link or a password sent by a separate route. Do not send personal data in an open email attachment. Provide a copy in a clear format.

In your reply, include the information the law lists: the purposes of processing, the categories of data, recipients, how long you keep it, the source of the data if not from the candidate, their rights to correct or delete, and their right to complain to the regulator. A cover letter that covers these points saves follow-up questions.

Reply template

“Dear [name], thank you for your request dated [date] for a copy of the personal data we hold about you in connection with your application for [role]. We have confirmed your identity and searched our systems. Enclosed is a copy of your personal data, sent through a secure link. We hold your data for the purpose of managing your application, on the basis of [lawful basis], and we keep it for [period]. We have shared it with [recipients]. Some information has been removed because it relates to other people [or: because an exemption applies]. You have the right to ask us to correct inaccurate data, to ask for deletion in some circumstances and to complain to [regulator]. If you have questions, please contact [name, email].”

What if the request is unclear, large or repeated

• If you cannot tell what is asked, ask for clarification promptly, but do not use this to delay without reason. Check the guidance on when the clock pauses.
• If the request is very large, ask whether the person wants specific items first, while you continue to search the rest.
• If requests are repeated or clearly abusive, take advice. The law allows limits in narrow cases, but you must be able to justify them.

Related rights

A candidate may ask for more than a copy: correction of wrong data, deletion, or an end to certain uses. Handle each request on its own terms and in the time allowed. If they object to automated decisions, see GDPR Article 22. If they ask you to delete their data, check whether you have a lawful reason to keep it, such as a legal duty or a claim, and explain your decision. See how long to keep rejected applicant data.

Writing notes with the access request in mind

Write every note as if the candidate will read it. Record facts and evidence tied to the requirements. Avoid jokes, speculation, comments on appearance, age, health, family or other protected traits, and remarks about personality. This is good practice for fairness and makes access requests simple. Train interviewers on it, and review a sample of notes each quarter. See how to take interview notes.

Checklist

• Everyone knows to pass requests to the data lead within a day.
• A log and a template reply are ready.
• A list of systems and owners is current.
• Suppliers have agreed to help with searches.
• Redaction guidance is written and tested.
• Replies go through a secure route.
• Notes are written in a way that is fair to read.
• Data is deleted on schedule afterwards.

Worked example (fictional)

A candidate who was not selected emails the recruiter: “Please send me all the data you hold about me.” The recruiter logs the request and forwards it to the data lead the same day. The data lead confirms identity through the email address on the application, then searches the tracker, the email accounts of the two interviewers, the scheduling tool and the video interview platform. She finds the application, two scorecards and a set of emails. She removes the names of two other candidates mentioned in one email, and sends the rest through a secure link with a cover letter, within the month. The candidate thanks her and asks for one wrong date to be corrected, which she does. The data lead notes the request, the dates and the actions in the log.

Training your team

Most delays in access requests come from people not knowing what to do. Hold a short session for recruiters, hiring managers and administrators. Show them an example request, the log, and the reply template. Explain that any email asking for personal data may be a request, and that they must pass it on at once. Explain that notes are readable by the candidate and should be written in a fair, factual way. Remind them not to delete anything once a request has arrived, because that can create legal trouble. Repeat the session each year and when new staff join.

Working with suppliers and agencies

If an agency, a job board or a software supplier holds candidate data on your behalf, your contract should say how they help with access requests. Check that the agreement names the time they have to respond to you, for example a few working days, so that you can meet your own deadline. If an agency collects the data for its own purposes, it may be a separate controller, and the candidate may need to ask the agency directly. Make sure your privacy notice explains who holds what.

Keeping the record after the reply

Keep a copy of the reply and the log for as long as you need them to show that you complied. Limit access to them, since they contain personal data. After the retention period, delete them. If the candidate complains to the regulator, the log, the search list and the reply are your evidence of good faith. Review each request afterwards: what slowed you down, what the candidate asked about, and what you can do to make the next one easier. Update the template and the system list when you learn something new.

If you are unsure about any part of a request, ask your data protection officer or a qualified adviser early, not on the last day. A short call at the start of the month is far better than a rushed reply at the end, and it keeps the candidate trust in your hiring process intact.

Frequently asked questions

How long do I have to reply to a candidate access request?

Under GDPR the usual limit is one month, with extensions allowed for complex requests. Check the current guidance of your regulator.

Can I charge a fee?

Generally no, unless the request is manifestly unfounded or excessive and the law allows a fee or refusal in that case. Take advice.

Do candidates have the right to see interview notes?

Notes that contain their personal data are usually in scope, subject to exceptions for other people data and other exemptions.

What if the candidate lives in the US?

Some US state laws give applicants access rights. Check which apply to you and treat the request with care.

Related guides

• Recruiters hub
• GDPR for job applicants
• Employer guides

This is general information, not legal advice.

To manage hiring across the US, UK and EU, build one core process and add a short local layer for each country. The core covers requirements, structured interviews, scoring and records. The local layer covers discrimination rules, applicant data, right to work, pay information and contracts. Check each local layer with a qualified adviser. This guide shows how.

Why a global process is not enough

A recruiter who works across countries soon finds that a process that works in one place fails in another. A background check allowed in the US may be restricted in the UK or EU. A question that is routine in one country may be unlawful in another. A candidate right to see their data in the EU may call for a response time that your US team does not know about. Without a local layer, small differences cause big problems.

Step 1: build the core process

The core is everything you can do the same in every country. Use it as your standard.

• A role brief with checkable requirements. See how to write checkable job requirements.
• A scorecard with a fixed scale, and structured interviews. See structured interviews.
• A shortlist review with evidence. See shortlist review with hiring managers.
• Candidate communication standards. See candidate experience checklist.
• Record keeping and fair feedback. See feedback to rejected candidates.

Step 2: list the local layers

Topic	US	UK	EU
Discrimination law	Title VII, ADA, ADEA and state laws; see EEOC	Equality Act 2010; see GOV.UK	Directives applied through national law; see EUR-Lex
Applicant data	Varies by state; some state laws cover applicants	UK GDPR and Data Protection Act; see ICO	GDPR plus national law; see EDPB
Right to work	Form I-9	Check before the start date	National rules
Pay information	State and city rules on ranges	No general rule	Pay transparency directive via national law
Criminal records	State fair chance laws; FCRA for third-party reports	Rehabilitation of Offenders Act; DBS	Strict data rules; national law
Automated tools	Local rules, such as NYC Local Law 144	UK GDPR rules on automated decisions	GDPR Article 22; EU AI Act

Each of these has a guide on this blog: fair practice on criminal records, how to check the right to work, salary in job ads, NYC Local Law 144, GDPR Article 22 and the EU AI Act and hiring tools.

Step 3: handle applicant data across borders

If you collect data in one country and use it in another, data protection rules apply. Under GDPR and UK GDPR, transfers of personal data outside the EU or the UK need a lawful transfer route, such as an adequacy decision or approved clauses. Check what applies to your set-up. Tell candidates where their data goes and who sees it. Limit access to the people who need it. Keep one record of processing for recruitment. See GDPR for job applicants and the applicant privacy notice template.

Some US states give job applicants privacy rights. Ask your adviser which apply to you. If your system holds applicant data of EU or UK residents, treat it under GDPR rules, even if your company is based in the US.

Step 4: assign owners

Task	Owner	When
Confirm the local rule for each topic above	Local HR or adviser	Before the role opens
Review the ad for local wording and pay rules	Recruiter and local HR	Before posting
Adjust interview questions and process	Recruiter and hiring manager	Before interviews
Right to work and other checks	Local HR	After the offer
Applicant data notice and retention	Data protection lead	Before collecting data
Contract and notice terms	Local HR or adviser	Before the offer

Step 5: adapt the process country by country

United States

Expect a mix of federal and state rules. Check state and city laws on pay information, criminal history, and automated tools. Make sure your ads and questions avoid protected topics. Hiring is often fast, and at-will employment shapes contract terms. See probation periods for how this differs from the UK and EU.

United Kingdom

Check the right to work before the start date and keep the record. Follow the Equality Act on adjustments and discrimination. Pay information is not required in every ad, but equal pay rules apply. Written terms of employment are expected. Use GOV.UK as your starting point.

European Union

Each member state has its own rules on contracts, notice, probation, data, and records. Works councils or employee representatives may need to be involved in some countries. Language, form and documents differ. Use the Your Europe pages on human resources as a starting point, then speak to a local adviser for the country where the person will work.

Step 6: use plain language and local norms

Resume and CV norms differ by country. In the US, a resume leaves out personal details such as a photo and date of birth. In parts of Europe, those are common. Treat them as signals to set aside during screening, and see what to look for on a resume or CV. Use plain English, and translate the ad and the key messages when the language of the work is not English. Test translations with a native speaker.

Step 7: keep records in one place, with local labels

Keep one tracker with the same columns for each country, and add a local column for the extra checks. Record the date, the owner and the result for each. This gives you a clear view of where each hire stands, and a single audit trail. Store records in the region your policy allows, and delete them on schedule. See how long to keep rejected applicant data.

Common mistakes

• Applying US rules everywhere, or the reverse.
• Collecting data without a notice or a lawful basis.
• Using the same pay and benefits wording in every country.
• Running a criminal record check that is not allowed.
• Forgetting right to work checks for remote hires.
• Not telling a hiring manager about local differences, so they ask unlawful questions.
• Assuming that a tool is lawful everywhere.

Working with local advisers

Choose an adviser in each country where you hire regularly: an employment lawyer, a payroll provider or a local HR consultant. Ask for a short guide on the local rules for hiring, contracts, notice, probation and data. Keep it with your process documents. Review it each year. Ask the adviser to check any new tool or process before you roll it out. This costs little compared with an error in a new country.

Checklist

• One core process with scorecards and structured interviews.
• A local layer for each country, confirmed by an adviser.
• Owners named for each local task.
• Applicant data notice, transfer route and retention set.
• Ads and questions checked for local rules.
• Right to work and other checks planned after the offer.
• Records kept in one tracker with local columns.
• The process reviewed every year.

Worked example (fictional)

A software company based in the US plans to hire engineers in the UK and Germany. The recruiter keeps the core process: the same role brief, scorecard and structured interview. She lists the local layers in a table and asks a UK employment adviser and a German adviser to confirm them. She changes the application form to avoid asking for a photo or date of birth, adds a privacy notice that names the data controller and the transfer route, and sets right to work checks after the offer. She plans the UK start date after the check, and checks German notice terms with the local adviser. The process works, and she reuses the table for the next country.

Choosing tools for a multi-country process

Your applicant tracking system, scheduling tool and assessment tools may store data in one region and serve users in many. Before you choose or change a tool, ask the supplier where data is stored, how transfers are handled, what access controls exist, how long data is kept, and how it supports deletion and access requests. Ask whether the tool supports multiple languages and local forms. Ask whether it uses any automated decision-making that could trigger extra rules, and whether a person can review every output. Our guide to choosing recruiting software and the ATS compliance checklist cover the details.

Communicating with candidates in different time zones and languages

Candidates in other regions need clear timing. Write the time zone with every date. Offer interview slots in the candidate daytime where you can, and rotate the inconvenient hours rather than placing them always on one side. Reply within a working day in the candidate local time when possible. If the work language differs from the candidate first language, say what level is needed and test it in a way that matches the real tasks. Provide key documents, such as the privacy notice, in the local language if the law requires it or if it helps understanding.

Public holidays, notice periods and start dates

Calendars and norms vary. Public holidays differ between countries and even regions. Notice periods in the UK and parts of the EU can be longer than in the US, so a start date may be months away. Build this into your plan. Ask candidates about their notice period early, and check whether it is set by law, contract or custom. Do not promise a start date before you know. See how long hiring takes for planning stages.

Measuring a multi-country process fairly

Track the same measures in every country: time to fill, drop-out by stage, offer acceptance and candidate feedback. Compare, but do not copy targets from one country to another without checking local market conditions. Where the law allows, track outcomes by group in each country, and review any gaps. In places where collecting such data is restricted, use other checks, such as audits of question lists and scorecards. Report results to leaders in a simple table, and agree on actions for each country.

A starter plan for the first 30 days in a new country

1. Week 1: name an adviser and an internal owner for the country. List the topics in the local layer table and mark what is confirmed.
2. Week 2: adapt the ad, form, questions and privacy notice. Check them against the local rules with the adviser.
3. Week 3: set up the tracker, the right to work step and the contract template. Brief hiring managers on what they may and may not ask.
4. Week 4: run the first role as a pilot. Review what slowed it down, what the adviser changed and what candidates said. Update the table and the checklist.

After the pilot, write a one-page country note that any recruiter can follow. Keep it short, keep it dated, and link to the official sources you used. When rules change, update the note, and tell the team. A small, well-kept set of country notes is more useful than a large policy that no one reads, and it gives your business a safe, fair way to grow into new markets while keeping the candidate experience consistent and respectful everywhere you hire.

Frequently asked questions

Can I use the same interview questions in every country?

The core questions about skills can be the same. Check each country for questions on protected topics, and avoid them everywhere.

Does GDPR apply to a US company hiring in the EU?

It can, if you handle personal data of people in the EU in connection with offering them jobs or monitoring them. Take advice for your case.

Do I need a local entity to hire in another country?

Sometimes. Other options include an employer of record or a contractor, if the law allows it. Take local advice.

Who should check the local rules?

A qualified adviser in each country. Use official sources to prepare and to check their advice.

Related guides

• Recruiters hub
• Hire in another country
• Employer guides

This is general information, not legal advice.

To hire in volume for a seasonal peak, forecast how many people you need and when, work back from the start date to set deadlines, simplify screening into batches with the same short checks, prepare onboarding and checks in advance, and keep a talent pool of good people for next year. This guide gives a plan, a funnel calculator and a compliance checklist.

What makes volume hiring different

Volume hiring is not just normal hiring done many times. It has different pressures. You have a fixed date, many roles that are alike, and a short time to fill them. A slow step affects dozens of people. A weak step, such as a vague ad or a long form, loses many candidates at once. You also need to be fair at scale: a small bias in a screening step can affect many applicants.

If you already read how to screen at volume and how to run a hiring day, this guide ties them into a seasonal plan. For a small business hiring a few seasonal staff, see hire seasonal and part-time staff.

Step 1: forecast the need

Use your own history. For each role, note the number of people you used in the last peak, the dates they worked, the hours, and the shortfalls. Adjust for changes this year: new sites, new products, different demand. Ask managers for their view and write down the assumptions.

Role	Needed	Start date	Weeks	Hours per week	Notes
Floor staff
Warehouse picker
Customer support
Team leader

Add a buffer for people who do not start or leave early. Seasonal staff often have a higher exit rate, so plan for it and keep a waiting list.

Step 2: work back from the start date

Stage	Typical time to allow	Owner
Final decision on numbers and budget	Several weeks before sourcing	Operations and finance
Ad, careers page and application form ready	A week	Recruiter
Sourcing and application window	2 to 4 weeks	Recruiter
Screening and interviews	Within days of applications	Recruiter and managers
Offers and checks	1 to 2 weeks	HR
Onboarding and training	Before the first shift	Managers

These times are guides. Set yours from your own history, and see how long hiring takes. Make the plan visible to everyone, with dates for each step. If a date slips, tell people early and adjust.

Step 3: the funnel calculation

Use a simple funnel to estimate how many applications you need. Start with how many people you must have at the start, then work backwards using your own conversion rates from past events.

Step	Your rate from past data	Number needed at this step
Starts	100% of target	Target number
Offers made	Share of offers that start	Target divided by start rate
Interviews or sessions	Share of interviews that get an offer	Offers divided by offer rate
Screens	Share of screens that reach interview	Interviews divided by that rate
Applications	Share of applications that pass screening	Screens divided by that rate

If you do not have past rates, run a small pilot and measure them for a week. Do not use a figure from another employer, as they differ by role, pay and location. Review the numbers every few days, and adjust your sourcing if you are behind.

Step 4: write one clear ad and one short form

A clear ad improves the quality of applications and cuts screening time. Include the role, place, pay or range, hours, start date, main duties, must-haves, and how to apply. Follow local rules on pay information, as in salary in job ads. Use plain words. See how to write a job ad.

Keep the application form short. Ask only for what you need at this stage: name, contact, location, availability, right to work yes or no, and a few job-related questions. Ask for a resume or CV only if it helps, and accept mobile applications. A long form loses candidates, and a form that cannot be completed on a phone loses more. Check that it works for people using assistive tools. See accessible job applications.

Step 5: source in more than one place

• Your careers page and job boards.
• Local community groups, colleges, job centres and employment services.
• Former seasonal staff. Ask them to return and to refer friends.
• Employee referrals with clear rules.
• Events and hiring days.
• Your own talent pool, if candidates agreed to be contacted. See how to build a talent pool with consent.

Track which channels give the best results, using the starts per channel and the cost, not only the number of applications. Move effort to the channels that work.

Step 6: screen in batches with a short, fair routine

1. Check each application against the written must-haves, such as availability, right to work answer and any needed licence.
2. Use a short phone or video screen of 10 to 15 minutes with fixed questions.
3. Invite to a group session or a short interview, using a scorecard.
4. Decide within one or two days, and send offers right away.

Use the same questions and scoring for everyone. Avoid assumptions about age, sex, nationality or background. Do not reject people on a gap in history unless it matters to the job. If you use any automated tool in screening, check local rules and keep a person responsible for the decisions. See NYC Local Law 144, GDPR Article 22 and US AI hiring law.

Step 7: make decisions and offers quickly

Speed matters in seasonal hiring, because candidates often apply to several employers. Aim to make offers the same day or the next day after a successful session. Use a standard offer letter with the key terms: role, place, start date, hours, pay, length of contract, and conditions such as right to work. The job offer letter template has a structure you can adapt.

Step 8: compliance checks by region

Topic	United States	United Kingdom	European Union
Right to work	Form I-9 for each new employee	Check before the start date	National rules apply
Pay and overtime	Federal and state minimum wage; overtime rules apply to many roles	National minimum wage by age band	National minimum wage or collective agreements
Working time	Rules vary by state and role	Working time rules apply	EU Working Time Directive applies through national law
Young workers	Special limits on hours and tasks	Rules on hours and tasks	National rules on young workers
Contract terms	Offer letter and state rules	Written particulars of employment	Written information on key terms

Use the official pages: US Department of Labor, GOV.UK minimum wage rates and Your Europe. For right to work, see how to check the right to work. If you hire people in another country, see hire in another country.

Step 9: onboard before the first shift

• Send a welcome message with the start time, place, dress code and who to ask for.
• Prepare accounts, uniforms, passes and equipment in advance.
• Run a short group induction on the first day: safety, rules, pay and how to ask for help.
• Pair each new person with a buddy for the first shift.
• Check in at the end of the first day and week.

The first 30 days onboarding guide can be scaled down to one week for a seasonal role. Good onboarding lowers early exits.

Step 10: review and build a talent pool

At the end of the season, collect data: applications, starts, channel results, time to fill, early leavers, and manager feedback. Ask staff what worked. With consent, keep details of good seasonal workers so you can invite them next year. Tell them how long you will keep their data, and how to withdraw. Update your plan with lessons learned.

Mistakes to avoid

• Starting too late and paying for rushed hiring.
• Making the form so long that people give up.
• Using different questions for different candidates.
• Skipping right to work checks to save time.
• Forgetting to plan for no-shows.
• Not keeping a record of what worked.

Worked example (fictional)

A garden centre needs thirty seasonal staff for the spring. The recruiter looks at last year: they hired twenty-five, and six left in the first month. She adds a buffer, and plans for thirty-six offers. She opens applications six weeks before the first day, uses a short mobile form, and runs two hiring sessions, one on a weekday evening and one on Saturday. Each candidate gets a ten minute structured interview and a short task. Offers go out the same day. HR checks right to work before the start date, and managers run a half-day induction. At the end of the season, the recruiter records starts by channel and asks good workers for consent to be contacted next year.

Keeping quality high at speed

High volume can tempt teams to cut corners. Protect quality in three ways. First, keep the must-haves short and real. For most seasonal roles they are availability, right to work, reliability and the ability to follow safety rules. Second, test those must-haves in a simple, fair way, such as a scenario question or a short task. Third, check a sample of decisions each day. A second reviewer scores ten applications from the batch and compares. If the scores differ, fix the guide.

Treat reliability with care. Do not guess it from a gap in history or a short job. Ask a direct question about availability and about how the person handled a time when they had to be on time under pressure. Score the answer against a simple scale.

Communication that keeps candidates

In volume hiring, silence causes drop-out. Use templates and automation for common messages, but make sure they are clear and kind: application received, invited to a session, offer, not selected. Give a contact for questions. Reply to messages within a working day. The candidate update email cadence guide gives a schedule, and avoiding ghosting explains why it matters.

Daily control sheet

Item	Target for today	Actual	Action
New applications
Screens completed
Interviews or sessions held
Offers sent
Offers accepted
Checks completed
Starts confirmed

Review this sheet at a ten minute stand-up each day. If one step falls behind, add people to it or change the channel mix. Share a summary with managers so they know when to expect their teams.

Retention starts in the hiring process

Early exits cost money and time in a short season. Reduce them at the source. Be honest in the ad about hours, shift patterns, physical demands and pay. Show the workplace in the session, so candidates know what to expect. Offer flexible shifts when you can. Give each new starter a named contact and a clear first week. Ask for feedback after one week, and fix what you can quickly. Candidates who feel respected are more likely to stay, to return next year and to tell friends.

Frequently asked questions

When should I start seasonal hiring?

Work back from the first day you need people, and allow time for sourcing, screening, offers, checks and onboarding. Use your own history to set the time.

Do seasonal workers have the same rights as other employees?

Many rights apply from the first day, such as minimum wage and protection from discrimination. Details differ by country and by contract type, so check official sources.

How do I keep seasonal staff from leaving early?

Be clear about hours, pay and tasks in the ad, onboard well, give a buddy, and check in often. Ask leavers why they left.

Can I use agencies?

Yes, but agree who does the right to work and other checks, and check the contract carefully. You remain responsible for fair treatment of workers on site.

Related guides

• Recruiters hub
• Screening at volume
• Employer guides
• What to do when too many people apply: a method for 200 applications

This is general information, not legal advice.

A hiring day, also called an open day or recruitment event, lets you meet and assess many candidates in one place and one time. It works best for roles with high volume, shift work or hard-to-fill jobs. To run one well, set clear goals, plan stations with the same scoring for everyone, make the day accessible, protect personal data, and follow up quickly.

When a hiring day makes sense

A hiring day is not right for every role. It suits jobs where many candidates meet the same requirements, such as customer service, retail, hospitality, warehouse, care, seasonal work and entry level roles. It also helps when you want to show your workplace and let candidates see the work. It is less suited to senior or highly specialist roles, where one-to-one conversations are better.

Compare with other options. If you need volume but not a single day, see how to screen at volume and how to hire in volume for seasonal peaks. If you need only a few people, a normal process may be faster and fairer.

Step 1: set goals and roles

• How many people do you need, for which roles and starts?
• How many candidates do you expect to invite, and how many places do you have?
• What decisions will you make on the day: offers, next-stage invitations, or only first screens?
• Who makes the decisions? Name the decision maker and a backup.
• What is the budget for space, food, staff time and materials?

Write these down in a one-page plan. Share it with the hiring managers and HR. Agree the requirements for each role in advance, using checkable job requirements.

Step 2: choose the date, place and format

Choose a date that suits your target group. For shift workers, offer more than one session, such as a weekday afternoon and a weekend morning. Choose a place that is easy to reach by public transport, has step-free access, and has quiet space. A virtual or hybrid option can widen the pool.

Format	Good for	Watch out for
In person	Roles where seeing the workplace matters	Access, travel, cost, crowding
Virtual	Remote roles, wide area	Technology, time zones, access
Hybrid	Mixed needs	Double the planning

Visit the venue in advance. Check step-free routes, lifts, toilets, signs, lighting, noise and a quiet room. The UK government explains duties on adjustments at reasonable adjustments for disabled workers, and in the US the EEOC ADA guidance applies to employers covered by the law.

Step 3: design the stations

Use stations so each candidate does the same activities in the same order or rotation. A station is a short, structured activity tied to a requirement.

Station	What happens	Requirement it checks	Time
Welcome and check-in	Greet, confirm name, explain the day, offer adjustments	Process and fairness	5 minutes
Short interview	Two or three structured questions from a script	Communication, relevant experience	10 to 15 minutes
Role play or task	A realistic task with a simple guide	Skills for the job	10 to 15 minutes
Group activity (optional)	A task done with others	Teamwork, if it is a real requirement	15 minutes
Workplace tour and Q&A	Show the workplace, answer questions	Candidate fit and expectations	10 minutes
Exit and next steps	Explain what happens next and when	Experience	5 minutes

Be careful with group activities. They can favour confident talkers and disadvantage shy or neurodivergent people. Use them only if teamwork in groups is a true part of the job, and score observable behaviours. Read how to reduce interview bias for more.

Step 4: build the scorecards

Create one scorecard per role. Each station has two or three criteria, a clear scale from zero to three, and a note space. Define each score with an example. Train every assessor for 30 minutes before the day, with a practice round. Our interview scorecard guide and structured interview guide have templates you can adapt.

• Assessors score alone, and do not discuss scores until the end of the day.
• Use the same questions for every candidate.
• Keep notes factual: what the candidate said or did.
• Do not note protected traits, appearance or personal circumstances.

Step 5: invite and prepare candidates

Send a clear invitation that includes the date, time, place and how to get there, what the day involves, how long it takes, what to bring, whether food is provided, and who to contact. Add a line about adjustments, and ask for needs in advance. Say how their data will be used. See how to prepare candidates for interviews.

Offer an alternative for people who cannot attend, such as a video interview. This keeps the process open to people with caring duties, health needs or work commitments.

Step 6: staff the day

Role	Tasks	Number
Lead	Runs the day and solves problems	1
Greeter	Check-in, signs, directions	1 to 2
Assessors	Run stations and score	Depends on volume
Runner	Moves candidates and materials	1
Data and records	Collects scores, secures papers	1
First aider or welfare contact	Looks after any health or safety issue	1

Hold a 30 minute briefing at the start. Go through the schedule, the fairness rules, the adjustment process and what to do if a candidate is upset or unwell.

Step 7: run the day with fair rules

• Greet everyone in the same way and explain the day.
• Keep to times. Late candidates get a fair option, such as a later slot.
• Follow the script. Do not add extra questions for some people.
• Offer water, seating, quiet space and breaks.
• Respect privacy: no photos of candidates without consent, and no posting of names.
• Keep a log of any incidents and adjustments made.

Step 8: decide and follow up

Hold a short calibration meeting at the end. Compare scores, discuss big gaps, and agree decisions based on the requirements. Where you can, make decisions the same day and tell candidates what happens next. If you plan to make offers, check references and right to work, as in how to check the right to work. Send a message to every candidate within two working days, using the guidance in rejection emails that respect candidates and feedback to rejected candidates.

Privacy and data protection

• Tell candidates what data you collect, why, who sees it and how long you keep it.
• Store paper scorecards in a locked place, and shred or delete them after the retention period.
• Use a secure system for digital notes.
• Limit access to people who need it.
• Delete data on candidates who did not progress, following local rules.

See GDPR for job applicants, the applicant privacy notice template and how long to keep rejected applicant data.

Checklist for the week before

• Venue visited and access checked.
• Stations, scripts and scorecards printed and tested.
• Assessors briefed and trained.
• Candidates confirmed with details and adjustment contacts.
• Signs, name badges, water and seating ready.
• Data protection notice ready and visible.
• Plan for no-shows and late arrivals agreed.
• Follow-up messages drafted.

Measuring success

Measure	Question it answers
Show-up rate	Did the invitation and reminders work?
Share who reached offer	Were stations aligned with the real needs?
Time from event to decision	Did you keep momentum?
Candidate feedback	Was the day clear, fair and welcoming?
Hire quality after 90 days	Did the day select people who do well?

Review the results with managers, update the stations and keep the notes for the next event.

Worked example (fictional)

A care provider needs twenty care assistants before the summer. The recruiter plans two sessions: a weekday afternoon and a Saturday morning. Each session has a welcome desk, a five minute introduction to the work, a ten minute structured interview, a short scenario task about a safe response to a resident request, and a tour. Five assessors are trained in advance. A quiet room is ready, and the invitation asks about adjustments. Candidates who cannot attend are offered video interviews. At the end of each session, the team scores, agrees decisions, and sends a message to every candidate within two days. Fourteen offers go out in the first week, and the recruiter notes what to change next time.

Making the day welcoming

A hiring day can feel like a test. Small choices make it welcoming. Greet people by name, offer a drink, explain the plan on a board, and give a clear end time. Provide a quiet space for those who need a break. Use plain language on signs. Ask assessors to smile, introduce themselves, and explain each step before it starts.

Tell candidates what you are looking for. Share the requirements and how the day links to them. When people know what is expected, they can show their best, and your scores reflect the job, not the stress.

Adjustments and accessibility in practice

• Ask in the invitation: “Tell us if you need any adjustments, such as extra time, a quiet room, a different format or a way to attend by video.”
• Prepare common options in advance: seating, larger print, instructions in writing, extra time, a support person welcome, a break room.
• Have one named person who handles requests, with a phone number and email.
• Do not ask for medical proof for ordinary adjustments. Ask what would help.
• Record the adjustment made, not the diagnosis.

The pages on accessible interviews and accessible job applications give more detail. If a candidate cannot attend in person, offer an equal alternative, with the same questions and scoring.

Safety and welfare

Think through simple safety points. Know the fire exits and the assembly point. Have a first aider on site. Check that the space is not over capacity. Have a plan for a candidate who feels unwell or upset. If the event is outdoors or off site, check weather and transport. Keep a list of attendees, so you know who is present in an emergency, and delete it after the retention period.

Using social media and promotion

Promote the event through the channels your target group uses: your own site, job boards, local community groups, colleges, job centres and employee referrals. Use plain language, include the date, time, place, roles and how to book. Say that you welcome candidates of all backgrounds and that adjustments are available. Avoid wording that suggests an age, sex or other preference. If you advertise pay, follow the rules in salary in job ads.

What to do if too many or too few people come

Situation	Response
Too many	Open an extra session, move some to video, or schedule short slots in a waiting list. Never turn people away without a clear alternative.
Too few	Follow up with those who booked, offer video slots, and widen promotion. Review timing and channels for next time.
A large group arrives at once	Stagger starts, use a queue system and keep people informed.

Frequently asked questions

How many candidates can I invite to a hiring day?

It depends on your space, staff and stations. Plan for no-shows, and avoid crowding that makes the day stressful.

Are group exercises fair?

They can be, if teamwork in a group is a true requirement and assessors score observable behaviour. Otherwise use individual tasks.

Can I make offers on the day?

Often yes, if your scoring and approval process allows it. Keep checks such as references and right to work as conditions.

What if a candidate needs an adjustment?

Ask in the invitation, plan for it, and keep the process fair. Offer an alternative format when needed.

Related guides

• Recruiters hub
• Screening at volume
• Employer guides

This is general information, not legal advice.

To schedule interviews faster, block the panel time before you post the job, offer candidates a choice of slots through a booking link or a short list, send one clear invitation with all the details, and keep backup slots for changes. Most delay comes from waiting for people to reply, not from the work itself. This guide shows where time is lost and how to win it back.

Where scheduling time is lost

Look at your last five hires and track the time between “agreed to interview” and “interview held”. Most teams find days of waiting, caused by a few patterns.

Pattern	What happens	Fix
Email ping-pong	Several messages to find one slot	Offer a list of slots or a booking link
Busy interviewers	Panel members are unavailable for days	Block time in advance
Late invitations	Candidate gets details the day before	Send invitations within one working day
Slow decisions	No one is sure who should interview	Agree the panel at intake
No backup	One no-show wastes a week	Hold spare slots and a waiting list
Time zone confusion	Missed or mistimed calls	State the time zone in every message

Delay costs you good candidates. People with other offers move on if they wait. Our guide on how to reduce time to hire places scheduling in the context of the full process, and how long hiring takes shows typical stages.

Step 1: block time before you post the job

At the intake meeting, ask the hiring manager and the panel to hold time in their diaries for the whole search. A simple approach: two or three blocks of two hours per week for three weeks, labelled “Interviews: [role]”. Release the blocks you do not use. This costs little and removes the largest source of delay.

Name the panel at the start, with a backup for each person. If a panel member is on leave during the window, plan around it now. The intake meeting guide shows how to settle these points.

Step 2: choose the interview format and length

Shorter formats are easier to schedule. Decide what each stage needs.

Stage	Typical length	Format	Who
Screening call	15 to 30 minutes	Phone or video	Recruiter
First interview	45 to 60 minutes	Video or in person	Hiring manager plus one
Work sample or case	Set by task	Take-home or live	Reviewer
Final interview	60 to 90 minutes	In person or video	Panel

Cut stages that add little. Our guide to how many interview rounds you need helps you decide, and a structured interview plan keeps each round purposeful.

Step 3: offer slots, not questions

Replace “when are you free?” with a clear offer. You have two good options.

Option A: a short list of slots

Send three to five specific slots over two or three days. Ask the candidate to reply with a number. This works well without extra software. “Which of these suits you: 1) Tuesday 10:00, 2) Tuesday 15:00, 3) Wednesday 09:30, 4) Thursday 14:00? Times are in UK time (GMT).”

Option B: a self-booking link

A calendar tool that shows live availability lets the candidate pick a slot in seconds. Check that the tool is accessible, works on a phone, and handles time zones. Check data protection rules for any tool you use, since it stores personal data. Offer a human alternative for anyone who cannot use the link.

Step 4: write one clear invitation

A good invitation avoids follow-up questions. Use a template.

Item	What to include
Role and stage	Job title and which round this is
Date, time and time zone	State the time zone clearly
Length	How long it will take
Place or link	Address with entrance and parking notes, or the video link and backup phone number
Panel	Names and roles of interviewers
Format	Questions, presentation, task, or tour
What to bring	ID if needed, work samples if asked
Adjustments	A line inviting them to ask for any adjustments, and who to contact
Contact	A named person and number for same-day problems

The adjustments line matters. Candidates with a disability or health need should know they can ask. See reasonable adjustments in interviews and how to prepare candidates for interviews.

Step 5: confirm, remind and plan for changes

• Ask the candidate to confirm receipt of the invitation.
• Send a reminder 24 hours before, with the link or address.
• Keep two or three spare slots per week for reschedules.
• If an interviewer is ill, swap in the backup panel member rather than cancelling.
• If a candidate no-shows, call once, then email with a new offer. Do not penalise a first miss without checking what happened.

Special cases

Candidates who are working

Offer early morning, lunch and evening slots, and allow video. Many people cannot take a day off for a first interview. A flexible slot shows respect and widens the pool.

Shift workers and volume hiring

For roles with shifts, offer group interview days or rolling sessions. See how to run a hiring day and screening at volume.

Time zones and remote interviews

Write times with the zone name, and add a link that converts times. Avoid slots that are unfair to the candidate. If you hire across regions, rotate the inconvenient hours rather than always placing them on the same side.

Candidates who need adjustments

Give extra time, a different format or a quiet room when asked. Ask what helps, and do not ask for medical detail unless it is needed. Plan these slots first, since they may need more preparation.

Tools and automation

Calendar tools, scheduling features in an applicant tracking system, and auto-reminders can save hours. Choose tools that fit your volume, not the most advanced option. Check the accessibility, security and data protection features. Under GDPR and similar laws, tell candidates how their data is used. If a tool decides who is invited, check the rules on automated decisions and keep a person in charge. The ICO guidance on recruitment and selection is a useful reference.

Measure and improve

Measure	How to track	Target to set for yourself
Time from request to interview	Timestamps in your tracker	Choose a target and review monthly
Candidates who reschedule	Count per role	Look for patterns
No-show rate	Count per stage	Check reminders and invitations
Drop-out between stages	Count per stage	Compare with scheduling delay

Do not copy a target from elsewhere. Use your own baseline from the last few hires, then improve it. Add the numbers to the hiring dashboard.

A scheduling message you can copy

“Hello [name], thank you for speaking with me. We would like to invite you to a 45 minute video interview for the [job title] role with [names and roles]. Please choose one of these times (all in [time zone]): 1) [slot], 2) [slot], 3) [slot], 4) [slot]. Reply with a number and I will send the link. The interview will include questions about [areas]. If you need any adjustments, such as extra time or a different format, please tell me and we will arrange them. If none of these times work, send me two that do. [Name, phone].”

Worked example (fictional)

A recruiter at a regional retailer finds that candidates wait six days from the screening call to the first interview. She reviews the last five hires and sees that most of the wait is for panel availability and email replies. For the next role, she asks the manager to block two afternoons a week, offers four slots by email within a day of each screening call, and sends a single invitation template. She also keeps one spare slot per week. The wait drops to two days for most candidates, and two people who had other offers accept the interview. She records the numbers and shares them with the team.

Why speed must not cost fairness

Faster scheduling is good, but a rushed process can become unfair. Three rules protect fairness. First, offer every candidate the same type of slot choice, so no one gets a narrower menu because of assumptions about their availability. Second, hold the same format and length for the same stage. Third, give the same notice of the interview, unless a candidate asks for more time to prepare, in which case grant it.

Do not assume that a person cannot attend because of their family, health or religion. Offer the slots and let the candidate decide. If a candidate asks to move an interview for a religious holiday or a medical need, treat the request with care and offer a fair alternative. These are the kinds of situations where discrimination law may apply. See the EEOC page for the US and GOV.UK employing people for the UK.

A one-week fast track plan

If you must hold interviews within a week of the screening calls, use this plan.

1. Day 0: confirm the shortlist and panel. Send invitations the same day with four slots over three days.
2. Day 1: confirm bookings. Send the interview guide and scorecard to the panel. Check rooms or links.
3. Day 2: send candidates the preparation note and the adjustments line again.
4. Days 3 to 5: hold interviews, with a 15 minute debrief after each one.
5. Day 5: hold the decision meeting. Send updates to all candidates within one working day.

Use a shared interview scorecard and hold a short debrief meeting right after the last interview. Speed here comes from preparation, not from cutting the questions.

Common mistakes

• Posting the job before panel time is booked.
• Sending invitations with missing details, then answering the same questions many times.
• Failing to say the time zone.
• Booking panel members for two hours when one is enough.
• Using a tool that candidates cannot use on a phone.
• Forgetting to offer an adjustment option.
• Not telling rejected candidates, which wastes their time and your reputation.

Candidate experience check

After each interview, ask the candidate two questions: how easy was it to book, and was the information clear? Keep it short. Use the answers to improve your template. The candidate experience checklist lists other points to review, and candidate update email cadence shows how often to write between stages.

Handling last-minute changes calmly

Changes will happen. A panel member falls ill, a candidate has a family emergency, a train is cancelled. Plan for them. Keep a list of backup interviewers who know the scorecard. Keep spare slots in the diary each week. Offer video as a fallback when travel fails. When you reschedule, apologise briefly, give the new options at once, and confirm in writing. Candidates remember how you handled a problem far more than the problem itself, and a calm, prompt reply keeps a good candidate in the process.

Record each change in your tracker with the reason. If the same cause appears again and again, such as panel availability, fix it at the source in the next intake meeting.

Frequently asked questions

How fast should I schedule an interview after a screening call?

Aim to offer slots within one working day, and to hold the interview within a few days if you can. Pick your own target from your past data.

Is a booking link better than email?

Often, yes, because it saves time. Offer a person-to-person option for candidates who cannot use it, and check data protection.

How many slots should I offer?

Three to five, spread over a few days and times of day.

What if the hiring manager is never free?

Raise it at intake, name a backup interviewer, and tell the manager the cost of delay in lost candidates.

Related guides

• Recruiters hub
• Reduce time to hire
• Employer guides

This is general information, not legal advice.

A shortlist review is a short meeting where the recruiter and the hiring manager look at the best candidates side by side and agree who moves forward. Make it work by agreeing the criteria first, sharing the evidence in the same format for each candidate, letting each reviewer score before the meeting, and recording the reasons. This guide shows the format, the agenda and a template.

Why shortlist reviews go wrong

The usual problems are easy to spot. The recruiter sends a long list of CVs with a few lines of text. The manager skims and picks on first impressions. Feedback arrives late, or in a vague message: “not quite right”. The recruiter has to guess what the manager wants, and the next round repeats the problem. A good review turns this into a clear, short, fair discussion.

Step 1: agree the criteria first

Before you source or screen, hold the intake meeting and write the must-haves and nice-to-haves. Add a scoring scale. A simple one works: zero for no evidence, one for weak, two for clear, three for strong. Make sure everyone who will review knows the scale. If requirements are loose, the review turns into an argument about taste. Our guide on checkable job requirements helps.

Step 2: choose a format for the shortlist

Use the same one-page format for each candidate. Keep it short so reviewers read it.

Section	What to include
Header	Candidate ID or name, source, stage, key dates
Requirement evidence	For each must-have: the evidence found, its source (CV line, screening call note), and a score
Questions to ask	Gaps or claims to check at interview
Practical points	Notice period, location, pay expectation, right to work status where known
Recruiter note	One or two lines on what stood out, factual only

Do not include photos, age, family or other personal details that do not relate to the job. If you use a tool to help prepare the evidence, check each line yourself before sharing. FastHire is coming soon and is designed to show each requirement next to the exact CV passage that supports it. People make the decision.

Step 3: score separately before the meeting

Send the shortlist 24 hours ahead. Ask each reviewer to score each candidate on each requirement, and to write one line for any score of zero or three. Ask them to send scores to you before the meeting, not in a group chat. This avoids anchoring, where the first opinion sets the tone.

Keep the group small. Two to four reviewers is enough: the hiring manager, the recruiter, and perhaps a team member who will work with the person.

Step 4: run the calibration meeting

Calibration means checking that everyone uses the scale in the same way. A “two” for one reviewer should not be a “three” for another. Use the meeting to discuss differences, not to repeat the CVs.

1. Start with the criteria. Read the must-haves aloud (one minute).
2. Show the scores in a grid, with differences highlighted.
3. For each candidate, start with the largest score gap. Ask each reviewer what evidence they used.
4. Agree the score or note that the evidence is unclear and a question is needed.
5. Rank the shortlist in groups: move forward, hold, do not move forward.
6. Agree the interview questions and who will ask them.
7. Confirm next steps and dates.

Candidate	Reviewer A	Reviewer B	Gap	Discussion note
Candidate 1	2	3	1	B saw a result figure that A missed
Candidate 2	3	1	2	Different views on recent experience
Candidate 3	2	2	0	Agreed

Step 5: set decision rules

Agree how decisions are made before the meeting. For example: a candidate moves forward only if they score at least two on every must-have, or have a clear plan to learn a missing one. A candidate with a zero on a must-have goes to a “hold” list until the team agrees whether the requirement is truly needed. The manager makes the final call, and the recruiter records the reasons.

Be careful with the phrase “not a culture fit”. It hides bias. Ask what behaviour or requirement it refers to, and score against that instead.

Step 6: record decisions and reasons

After the meeting, send a short summary within one working day.

• Who moves to interview, who is on hold, who is not moving forward.
• The reason for each decision, in terms of the requirements.
• Open questions for each interviewed candidate.
• Interview dates and panel.
• Any changes to the criteria, with who agreed.

These records protect fairness and speed up feedback to candidates. See how to give feedback to rejected candidates and rejection emails that respect candidates.

Fairness and legal points

• Use job-related criteria only. See the EEOC list of prohibited practices and the GOV.UK employing people pages.
• Treat candidates with a disability fairly and offer adjustments. See reasonable adjustments in interviews.
• Store scores and notes securely, and delete them when the retention period ends.
• If you use automated tools to prepare the shortlist, check local rules and keep a person in charge.

Agenda template for a 30 minute review

Time	Item	Owner
0-3 min	Criteria and scale recap	Recruiter
3-10 min	Score grid and differences	Recruiter
10-22 min	Discuss the largest gaps, candidate by candidate	All
22-27 min	Group decisions and interview plan	Hiring manager
27-30 min	Next steps and dates	Recruiter

Handling difficult situations

The manager wants someone who does not meet the must-haves

Ask which requirement the manager wants to change, and why. If the requirement is not needed, update the brief for all candidates, and re-score. If it is needed, explain the gap. Do not make an exception for one person without changing the rule for everyone.

The manager has a favourite from the start

Use the scores and notes. Ask a second reviewer to read the same evidence. Remind the group that the aim is a fair comparison. If the favourite is the best fit, the scores will show it.

The shortlist is too short

If fewer than three candidates meet the must-haves, check the requirements, the pay range and the sourcing. See how to source candidates and push back on unrealistic requests.

The manager is slow to respond

Agree a response time in the intake meeting. Send a short reminder with the deadline, and offer a fifteen minute call to talk through the shortlist.

Worked example (fictional)

A recruiter sends a shortlist of five candidates for a finance analyst role. Each has a one-page summary with evidence for the four must-haves. Two reviewers score on their own. In the 30 minute meeting, they find that Candidate 2 has a gap of two points on “recent budget experience”. The manager says the candidate ran a budget three years ago, while the other reviewer thought it was current. They agree the evidence is dated and add an interview question. They move three candidates to interview, hold one, and decline one, and the recruiter sends a summary the same day.

What a strong evidence summary looks like

The one-page summary is the heart of the review. It should let a busy manager see in one minute how a candidate meets each requirement. Below is a fictional example for a finance analyst role. Notice that each line points to evidence and the source, and none relies on adjectives.

Requirement	Evidence found	Source	Score
Builds monthly forecasts	Built a rolling twelve month forecast for three business units	CV, current role	3
Uses advanced spreadsheet functions	Describes lookup and pivot use for monthly close	CV, screening call	2
Explains numbers to non-finance staff	Presented results to sales leads each month	Screening call	2
Experience with budgets in a team of 50+	Not shown	CV	0

The last line shows why the format works. It invites a question for the interview instead of a rejection. If the candidate has the experience, they can show it. If not, the manager sees the gap clearly.

Keeping the review short and useful

• Send the shortlist early, with the deadline for scores.
• Keep each summary to one page.
• Limit the meeting to 30 minutes, and use the time on disagreements.
• Use a shared document, not email threads, so the record is in one place.
• End with decisions, owners and dates.

A good rhythm is one review per batch of candidates, ideally within two days of the last screening call. Long gaps between screening and review cause candidate drop-out. Our guide on how to reduce time to hire shows where delay usually hides.

Training managers to be good reviewers

Not all managers know how to review a shortlist. Spend ten minutes teaching three habits.

1. Read the evidence against each requirement before forming an overall view.
2. Score alone first, and write one line for extreme scores.
3. Name the evidence when you disagree. “I do not feel it” is not evidence. “The role needs X, and the CV shows Y” is.

Share a short guide at the intake meeting, and repeat the points at the start of the first review. After two or three reviews, most managers pick up the routine.

Records, privacy and data protection

The shortlist contains personal data. Share it only with people who need it. Remove contact details when the manager does not need them yet. Delete or archive files when the process ends, following the rules for your country. See our guides on GDPR for job applicants and how long to keep rejected applicant data.

Checklist: before you send a shortlist

• The must-haves and the scoring scale are written and agreed.
• Each candidate has a one-page evidence summary in the same format.
• Personal details that are not job-related are removed.
• Questions to ask are noted for every gap or claim.
• The deadline for scores and the meeting time are set.
• The reviewers know how to score and to record their reasons.
• A shared place exists for scores, notes and decisions.

Checklist: after the meeting

• A decision summary has gone to all reviewers within one working day.
• Candidates who moved forward have a date for the interview.
• Candidates who did not move forward receive a kind message, and feedback if they reached interview.
• Scores and notes are saved with the candidate file.
• Any change in the criteria is recorded and applied to all candidates.
• Lessons for the next review are noted: what was unclear, what took too long, what worked.

If you repeat this routine for every role, reviews become quicker and fairer. Managers learn what is expected, candidates move through the process with less waiting, and you build a record that shows how decisions were made. That record is useful if you need to explain a decision, defend a process or train a new recruiter.

One last tip: keep a short log of your own review habits. After each meeting, note how long it ran, how many scores differed by two points or more, and whether any candidate was moved after discussion. Over a few roles, the log shows whether your criteria are clear and whether your managers are learning the routine, and it gives you facts to use when you ask for more time or support.

Frequently asked questions

How many candidates should be on a shortlist?

Three to six is common. The number depends on the role and the volume. Quality of evidence matters more than the number.

Should the hiring manager see all applications?

For small volumes, yes. For large volumes, the recruiter screens against the agreed criteria and shows the manager the shortlist plus a summary of how many were screened and why.

How do I keep managers from choosing on gut feeling?

Agree the criteria first, collect scores separately, and ask for evidence behind every strong view.

Do I need a meeting for every shortlist?

Not always. For simple roles, a written review with scores may be enough. Use a meeting for senior, hard-to-fill or high-volume roles.

Related guides

• Recruiters hub
• Intake meeting with the hiring manager
• Employer guides

This is general information, not legal advice.

Yes, you can give useful feedback to rejected candidates, and for people who reached the interview stage it is worth doing. Keep it short, tie it to the written requirements, avoid anything about personal traits, and send it fast. This guide explains when to give feedback, how to word it, what to avoid and how to set a policy your team can follow.

Why feedback matters

A rejection with no reason leaves a person guessing. They may think the process was unfair or that they have no chance elsewhere. Useful feedback shows respect, helps people improve, and builds your employer reputation. Candidates talk to each other, and people who are treated well often apply again or refer others. Our candidate experience checklist and guide to avoiding ghosting cover the wider picture.

Feedback also helps you. Writing a reason forces you to check that your decision links to the requirements. If you cannot write a clear reason, the decision may not be sound.

Who should get feedback

Stage reached	What to send	Why
Applied, not shortlisted	A kind, clear message that the application was not taken forward	Closure saves time and respect
Screening call	A short message, with one specific point if you can	They spent time with you
First interview	Two or three points tied to the requirements	They prepared and gave their time
Final interview	A call from the recruiter or manager with specific feedback	High effort and high hope
Declined offer	A thank you and a question about why, for your own learning	Useful data for you

For high volume roles, individual feedback to every applicant is not realistic. Use clear, kind templates, and offer more detail to those who reach interview. See screening at volume for a practical way to manage the numbers.

What good feedback looks like

Good feedback is specific, kind and brief. It links to the requirements the candidate saw in the ad. It gives the person something they can use.

Weak feedback	Better feedback
We went with someone stronger.	We chose a candidate with more recent experience managing a team of five or more, which was a key requirement.
You were not a culture fit.	Your answers on working with stakeholders did not give examples of agreeing a plan with people who disagreed, which we looked for.
You lack experience.	The role needed hands-on use of the reporting tool, and your examples focused on other tools.
We had many strong candidates.	Several candidates met all the requirements. The final choice came down to experience with supplier contracts.

How to write it: a five-step method

1. Open the scorecard. Look at the scores and notes for each requirement.
2. Pick the one or two requirements where the gap was clearest, and one strength if there was one.
3. Write each point as a fact, not a judgment: what you saw or heard, and what the role needed.
4. Check against the rules in the next section. Remove anything risky.
5. Send or say it, within a few working days of the decision, and log it.

The scorecard is the basis. If you use an interview scorecard, feedback is easy. If you have only memories, it is hard and risky. Notes taken during the interview, as in how to take interview notes, make it much easier.

What to avoid

• Any mention of age, sex, race, religion, disability, health, family, pregnancy or any other protected trait, even in praise.
• Guesses about personality or motives, such as “you seemed nervous”.
• Comparisons with named people or with other candidates.
• Promises about future roles you cannot keep.
• Sharing the notes or scores of other people.
• Anything you would not be happy to see quoted later.
• Off the cuff comments on the phone that are not in your records.

Feedback can be requested by the candidate in some places under data access rules. In the UK and EU, a person can ask for a copy of their personal data, which may include interview notes. In some US states, rules also apply. Write notes that are factual and job-related so they are fair to read. The ICO guidance on recruitment and selection and our GDPR guide for job applicants explain more.

Scripts you can adapt

Short message after application

“Thank you for applying for the role of X. We reviewed all applications against the requirements in the ad. We will not take your application further this time. We wish you well in your search, and we welcome applications for other roles that fit your skills.”

After a first interview

“Thank you for the time you gave us for the interview. We have decided to take other candidates forward. The role needed strong experience in [requirement], and in the interview we heard more about [other area]. You explained [strength] clearly. We wish you well, and you are welcome to apply for future roles.”

Phone call after a final interview

“Thank you for coming through every stage. I wanted to call you myself. We chose another candidate for this role. The deciding factor was [requirement]. A strength we noted was [strength]. If it helps, I am happy to answer one or two questions.”

When a candidate asks for more detail

“Thank you for asking. I can share the main points from our notes against the requirements. I cannot discuss other candidates or share their details. The main points are: [point one], [point two].”

How to handle a pushback

Sometimes a candidate disagrees or asks for the decision to be reviewed. Stay calm and polite. Thank them, restate the facts you used, and say what you can and cannot discuss. If they raise a claim of unfair treatment or discrimination, do not argue. Record it, tell your HR lead or adviser at once, and follow your complaints process. Never delete the notes.

A policy your team can follow

Item	Policy wording to adapt
Who gets feedback	All interviewed candidates receive a message with specific points. Others receive a standard reply.
Who gives it	The recruiter, with the hiring manager input. Hiring managers do not give informal feedback by phone.
Timing	Within three working days of the decision.
Content	Two or three points tied to the written requirements. No protected traits. No comparisons.
Records	Copies of messages are saved with the candidate file.
Questions	Requests for more detail go to the recruiter, who checks with HR if needed.

Training hiring managers

Hiring managers often want to help by giving frank comments. Without training, this is where risk enters. Give them a one-page guide, a few sample sentences and a clear rule: send feedback through the recruiter. Our guide for managers on fast interview feedback shows the same approach from their side.

Measuring whether it works

• Candidate survey scores after the process.
• Share of candidates who reapply or refer others.
• Time between decision and message sent.
• Number of complaints or challenges about the process.
• Offer acceptance rate for finalists you contacted quickly.

Track these in your hiring dashboard, review each quarter, and adjust your templates.

Worked example (fictional)

A recruiter at a logistics company closes a role for a planning assistant. Twelve candidates were interviewed. Using the scorecards, she writes feedback for each in three sentences: one strength, one gap related to a requirement, and a kind close. For the two final candidates, she calls. One candidate asks whether the decision was about age. The recruiter replies that the decision was based on the written requirements, says she will note the question, and informs HR. HR reviews the scorecards, finds them consistent, and replies in writing. The records are complete, and the candidate sees that the process was careful.

Feedback by country: what to keep in mind

United States

Employers must not discriminate on protected grounds at any stage of hiring. The EEOC lists the practices that are prohibited. Keep feedback limited to job-related facts. Keep interview notes and related records for the period the rules require, and ask your adviser about your state, as some states add rules about records and about requests from applicants.

United Kingdom

The Equality Act protects applicants from discrimination, and the UK GDPR gives people the right to ask for their personal data. Feedback and notes can form part of that data. Acas offers practical guidance on recruitment at acas.org.uk/recruitment. Write every note as if the candidate may read it.

European Union

GDPR applies to candidate data, including the right of access, and national equal treatment laws apply to the process. Local rules on how long you can keep data and how you must inform candidates vary. Our applicant privacy notice template can help you tell candidates what you do with their data.

What to do when you cannot give detail

Sometimes you have little to say. The candidate was fine, but another was a better match on one point. In that case, say so honestly. A short, truthful message is better than invented detail. If you have no notes at all, treat that as a signal to fix your process: add scorecards and note taking for the next round.

Candidates who ask for tips, not feedback

Some candidates ask how to do better. You can give general advice that applies to any application, such as: use the exact wording of the requirements, give an example with scope and result, and keep answers focused. Do not give advice that implies you know their personal circumstances. If they ask about a trait you cannot discuss, say that your decision was based only on the written requirements.

A feedback quality checklist

• Does each point link to a requirement in the ad?
• Is each point a fact, not a guess?
• Is the message under 150 words?
• Does it avoid protected traits and other candidates?
• Is the tone kind and clear?
• Has someone else read it if the case is sensitive?
• Is a copy saved in the candidate file?

Using feedback to improve your own process

Feedback works in both directions. Each time you write a rejection reason, note which requirement caused the gap. If many strong candidates miss the same requirement, the requirement may be unclear, too narrow or wrongly placed. If candidates fail at the same interview question, check whether the question is fair. If several people tell you the process was slow, look at your timeline. Review these notes once a quarter with your hiring managers and update the ad, the questions and the scorecard.

Ask a few candidates, including those you rejected, for brief feedback on your process. Keep the survey short, offer anonymity and use the answers to improve. Share what you changed, so the effort shows. Over time, you will see fewer complaints, more referrals and a stronger reputation among the people you want to hire in the future.

Frequently asked questions

Is it risky to give feedback?

It can be if it is vague or personal. Short, factual points tied to the written requirements are usually safe and helpful. Ask your HR lead or adviser for a policy.

Do I have to give feedback?

Usually not by law, but some places give candidates rights to see their data. Check local rules. Giving feedback to interviewed candidates is good practice.

What if I used an automated tool in screening?

Be ready to explain the criteria and that a person made the decision. Check rules such as GDPR Article 22 and local laws on automated tools.

Should I give feedback to every applicant?

For high volume roles, send a clear, kind standard message to all, and offer detail to those who were interviewed.

Related guides

• Recruiters hub
• Rejection emails that respect candidates
• Employer guides

This is general information, not legal advice.