How to recruit fairly and well

What does fair recruitment mean?

Fair recruitment means every candidate gets the same chance, and the best match for the role is chosen on evidence, not on who they know. It protects your organisation from favouritism, from legal complaints and from weak hires. It also protects the people you serve, because staff who are unsafe or unsuitable can cause harm.

The CHS Alliance HR manual says that structured interview forms help make the process consistent and fair, and that decisions should be evidence-based and recorded.

How do you plan a recruitment?

Before you advertise, agree on four things:

• The need. Is the post funded? Is it in the budget and the organisation chart? Does the donor need to approve it?
• The job description. Purpose, main tasks, reporting line, required skills and experience, and grade or salary range. The line manager drafts it, with HR or senior support.
• The criteria. List what the candidate must have and what is helpful. Turn them into a scoring sheet.
• The panel. Choose at least two people, ideally from different roles, and where possible both women and men.

What are the steps from advert to offer?

1. Advertise widely. The CHS manual suggests creative channels: social media, local radio, community notice boards, and local media where that reaches the right people. Share the closing date and how to apply. State that you do not charge fees to applicants.
2. Receive applications. Use one email address or one box. Give each application a number.
3. Shortlist against the criteria. Two panel members score each application separately, then compare. Record why each person was or was not shortlisted.
4. Prepare the interview. Write the same core questions for every candidate. Include situation questions that test real work. Decide the scoring scale in advance.
5. Interview. Ask the same core questions. Take notes. Do not ask about marital status, pregnancy plans, religion or ethnicity, unless there is a lawful reason linked to the job. Score straight after each interview.
6. Use a test if it fits. A short written or practical task can show real skill. Use the same task for everyone.
7. Decide. Compare scores, discuss differences and choose. Write down the reasons.
8. Check references and background. See the next section.
9. Make a provisional offer. The CHS manual tip is to state that the offer is provisional until satisfactory reference checks are received.
10. Tell all candidates. Inform unsuccessful candidates politely and promptly.

How do you check references and guard against misconduct?

Do not skip this step. The CHS manual says HR should verify employment references during selection, check CVs carefully and, for senior roles, check references early. CVs do not always reflect true experience.

For safeguarding, ask former employers whether there was any misconduct. The Misconduct Disclosure Scheme, hosted by CHS Alliance with SCHR, supports organisations to share information about substantiated sexual exploitation, abuse or harassment between employers. CHS Alliance reports that between 2019 and 2023 more than 137,000 checks were run through the scheme and 385 applications were rejected at the recruitment stage. It complements police checks and normal vetting. Where you cannot join a scheme, still ask direct questions of previous employers and record the answers. See also our guide on safeguarding basics.

How do you handle conflicts of interest?

Any panel member who is related to, a close friend of, or in business with a candidate must declare it and step out of the process for that candidate. Record the declaration. See managing conflict of interest.

In small communities and tight networks in Myanmar, everyone may know someone. That is normal. Do not hide links. Declare them and handle them openly.

What records should you keep?

Keep, for each recruitment: the approved job description, the advert, applications, the shortlist scoring sheets, interview notes and scores, references, the decision note and the offer letter. Store them safely. The CHS manual explains that good notes can be useful in an HR audit or if an unsuccessful candidate raises a grievance. Keep papers of unsuccessful applicants in a confidential file, and tell them how long you will hold them. Check your local data protection rules.

What should you avoid?

• Hiring first, advertising later. A post advertised only after the person is chosen is not a fair process.
• One-person interviews. Use a panel.
• Different questions for different people. It makes scores meaningless.
• Unclear pay. Use a grade structure and salary range so offers are consistent. See HR policies a growing NGO needs.
• No induction after the offer. A good start matters. See onboarding new staff in the first 90 days.

How EMPO can help

EMPO is a reliable, trusted training and consultancy provider and one of Myanmar's leading names in practical NGO training, with 1,200+ people trained and 15 partner organisations. From Yangon, we deliver organisational development support and training in English and Burmese, online and in person across Myanmar. See our services or contact us.

Sources

• HR Manual: A Manual for Managing Human Resources — CHS Alliance (People In Aid), 2015
• Misconduct Disclosure Scheme prevents hundreds of potential SEAH cases — CHS Alliance, 2024