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A hiring practice is not a best practice just because it is familiar, widely used, or endorsed by a vendor. Treat each step as a claim to test: identify the job requirement it measures, check whether it is applied and scored consistently, review evidence that it serves its intended purpose, and monitor who advances through the process. Then revise or remove steps whose job connection is weak or whose effects cannot be justified.
Start with the work, not the hiring process
Before judging an interview, résumé screen, test, or work sample, establish what the role actually requires. The U.S. Office of Personnel Management (OPM) describes job analysis as the basis for identifying job tasks, required competencies, and the relationship between them. Use that analysis as the map for evaluating selection steps: if a step does not assess a documented task, competency, or other legitimate requirement, its place in the process needs a clear justification.
Gather input from people who understand the work, such as job holders and supervisors. Record important tasks, working conditions, and the competencies needed to perform them. Keep the analysis current: a selection method that once matched the role may become less relevant when responsibilities or working practices change. OPM’s job analysis guidance explains the relationship between tasks and competencies.
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Audit each step against the role
Make an inventory of every point at which applicants are assessed or screened. For each one, document what it measures, why that quality matters for the job, how results affect decisions, and what evidence supports its use. Apply the same questions to informal practices as to formal tests; an undocumented interviewer preference can function as a screening rule even if it is not called one.
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| Hiring step | Questions to answer |
|---|---|
| Résumé or application screen | Which job-related requirements does the screen check? Are the criteria explicit and applied consistently? |
| Test or work sample | What competency or task does it assess? Does the exercise resemble a meaningful part of the work, and is the score used for a defined decision? |
| Interview | Are questions tied to role competencies? Do candidates receive comparable questions and get rated against shared standards? |
| Reference check | Are the same job-related topics asked consistently, and how does the information affect the decision? |
If a criterion cannot be connected to the work or another legitimate requirement, do not keep it simply because it is customary. OPM’s guidance on designing an assessment strategy emphasizes a current job analysis, standardized procedures, appropriate validity evidence, and attention to applicant experience.
Make interviews comparable and scoreable
Unstructured interviews make it easier for candidates to be asked different questions or judged by inconsistent standards. A structured interview uses predetermined questions and shared rating standards. OPM reports that greater structure is associated with stronger validity and rater reliability or agreement; questions should be grounded in competencies identified through job analysis.
For each interview, use common job-related questions, define what a strong response demonstrates, and train interviewers to apply the rubric. Compare instructions, prompts, scoring anchors, and decision thresholds across candidates. Structure does not mean ignoring relevant evidence or treating every answer as identical; it means evaluating comparable evidence against consistent criteria. See OPM’s structured interview guidance. The UK Government also recommends fair, structured interview techniques for public-sector hiring in its 2026 guidance; that is a UK public-sector perspective, not a universal legal rule.
Check whether the evidence fits the intended use
Ask what evidence supports each assessment for the way your organization uses it. Evidence should be relevant to the procedure, the role, and the decision being made—not merely a general claim that a method is effective. Do not substitute a tool’s popularity, a vendor’s assurance, or a manager’s intuition for evidence. OPM recommends strong validity evidence and an up-to-date job analysis when organizations design assessment strategies.
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Also check whether administration and scoring are consistent: compare candidate instructions, timing, accommodations, interviewer preparation, rubrics, and cutoffs. Inconsistency can make scores less comparable and weaken confidence in decisions. Consider applicant perceptions and whether candidates have a realistic understanding of the job; OPM includes fairness and realistic job previews among the considerations for an assessment strategy.
Review outcomes by stage, not just at the end
Track how many applicants enter and advance at each stage, and review selection rates across relevant groups. A disparity is a reason to investigate the procedure and its job-relatedness; it is not, by itself, a determination that the process is unlawful. In the United States, EEOC guidance discusses adverse impact where selection rates differ substantially in ways that disadvantage protected groups, as well as the relevance of validation and job-relatedness. The EEOC’s CM-604 guidance is U.S. federal enforcement material, not a complete account of every jurisdiction’s law.
If differences appear, identify which stage and procedure may be contributing, examine whether the procedure is supported by evidence and connected to the work, and consider whether a suitable alternative could achieve the same purpose with less adverse impact. The Society for Industrial and Organizational Psychology (SIOP) recommends monitoring selection procedures and maintaining documentation in its 2025 Uniform Selection Statement. Keep records of the analysis, the decision, and any corrective action.
Choose what to change first
Prioritize practices with the weakest job connection or evidence, inconsistent application, or unexplained differences in outcomes. When options are available, compare them on the same criteria rather than assuming a particular method is always superior.
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- Job match: Does the method assess tasks or competencies identified in the job analysis?
- Evidence: Is there support for its intended use and the decisions made from its results?
- Consistency: Are instructions, administration, scoring, and thresholds comparable across applicants?
- Outcomes: What do stage-by-stage selection rates show, and can any differences be understood and addressed?
- Candidate experience: Is the process understandable and fair, and does it give applicants a realistic picture of the role?
- Operational burden: What time, cost, and effort does the method require relative to its job-related value?
Retain a practice when its connection to the role, supporting evidence, consistent use, and outcomes justify it. Revise or replace a step when support is weak or a negative effect can be avoided without losing the legitimate purpose. Record why you made the decision. There is no universal review interval established in the cited guidance; revisit the process when roles or procedures change, and maintain ongoing monitoring.
Keep the audit distinct from legal advice
This framework is a management check, not a legal determination. Employment law varies by jurisdiction, and a selection-rate difference alone does not establish that a particular practice is unlawful. For a consequential decision or a concern about compliance, consult qualified employment counsel in the applicable jurisdiction. The EEOC material cited above addresses U.S. federal enforcement guidance; it does not settle requirements elsewhere.
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