Interviewing with Integrity: A Guide for Elected Members
- truthaboutlocalgov
- May 28
- 3 min read
When elected members are involved in senior appointments, the stakes are high. These decisions shape the future of the organisation, influence public trust, and impact the lives of employees and residents alike. This guide offers practical advice for elected members and strategic HR leaders to ensure interviews are fair, insightful, and effective.
1. Set the Stage: Know What You Stand For
Before the first question is asked, clarity is essential. As an organisation, you must be able to articulate:
Your values and culture: What behaviours are celebrated? What’s non-negotiable?
Key outcomes: What must this person deliver in the next 12–24 months?
Essential attributes: What qualities are critical to success in this role?
“If you don’t know what you’re looking for, you won’t know when you’ve found it.”
Create a list of essential and desirable criteria before the process begins—and stick to it. This ensures consistency and fairness.
2. Design a Fair and Consistent Process
Fairness isn’t just a principle—it’s a legal and reputational imperative. To ensure equity:
Ask all candidates the same core questions.
Use a structured scoring system.
Include a technical expert to assess competence, either through pre-screening or as part of the panel.
This approach reduces unconscious bias and ensures that decisions are based on evidence, not instinct.
3. Prepare to Engage: The Role of the Interviewer
Interviewing is a skill. As an elected member, your role is to represent the organisation’s values, assess cultural fit, and ensure the process is welcoming yet rigorous.
Body Language and Presence
Maintain open, relaxed posture.
Make eye contact without staring.
Nod and smile to show engagement.
Active Listening
Listen to understand, not just to respond.
Avoid interrupting.
Reflect back key points to show comprehension.
“The best interviewers make candidates feel heard, not judged.”
4. Ask the Right Questions
Your questions should reveal not just what the candidate has done, but how they think, lead, and collaborate. Here are some suggested categories and examples:
A. Leadership and Vision
“Tell us about a time you led a team through a period of significant change.”
“How do you ensure your team remains aligned with organisational goals?”
B. Cultural Fit and Values
“What kind of organisational culture brings out your best work?”
“How do you handle conflict with colleagues or stakeholders?”
C. Stakeholder Engagement
“Describe a time you had to win over a sceptical audience.”
“How do you build trust with elected members and the public?”
D. Strategic Thinking
“What’s the most complex decision you’ve had to make? Walk us through your process.”
“How do you balance short-term pressures with long-term goals?”
E. Team Dynamics
“How do you support and develop your direct reports?”
“What would your current team say about your leadership style?”
5. What Not to Ask
Avoid questions that are:
Irrelevant to the role.
Potentially discriminatory, such as those about age, family plans, or religious beliefs.
Overly hypothetical, unless testing strategic thinking.
Stick to behaviour-based questions that elicit real examples.
6. Presentations and Tasks
If you’re asking candidates to prepare a presentation:
Give them ample time, but not so much that it becomes a research project.
Be clear on what you’re assessing: communication, insight, alignment with your goals?
It’s fair to expect candidates to have researched your council, your strategic plan, and your ambitions.
7. De-Risking the Appointment
A great interview doesn’t always mean a great hire. To reduce risk:
Ensure the candidate has the technical competence to do the job.
Assess their fit with the senior leadership team.
Consider how they’ll work with elected members, staff, and the public.
“You’re not just hiring a CV—you’re hiring a colleague, a leader, and a representative of your values.”
8. Creating a Welcoming Experience
Candidates are assessing you as much as you are assessing them. Make the process:
Professional: Start on time, explain the format, and treat them with respect.
Transparent: Be clear about next steps and timelines.
Human: A warm welcome and a smile go a long way.
9. After the Interview: Reflect and Decide
Once all interviews are complete:
Compare notes using your scoring framework.
Discuss strengths and development areas.
Consider how each candidate aligns with your values and goals.
Avoid making decisions based on “gut feeling” alone. Use evidence and structured discussion.
10. Final Thoughts: Go in with a Plan, Come Out with Confidence
A successful interview process is one where:
Every candidate feels respected.
Every panel member feels informed.
Every decision is justifiable.
“Go in with an open mind and a clear plan, and you’ll come out with the right person for the job.”
Checklist for Elected Members and HR Leads
✅ Define essential and desirable criteria
✅ Use consistent questions and scoring
✅ Include a technical expert
✅ Prepare to actively listen
✅ Ask behaviour-based questions
✅ Avoid inappropriate or biased questions
✅ Make the process welcoming
✅ Assess cultural and team fit
✅ Reflect and decide based on evidence
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