Human resources

What interviewers look for

• Knowing the full recruitment cycle, from job description to contract, with every step written down so it can be checked.
• Fairness you can explain: shortlisting against written criteria, the same questions for every candidate, and declaring a conflict of interest when a relative applies.
• Accuracy with numbers: leave balances, attendance and the monthly payroll inputs. One wrong figure means an angry staff member on payday.
• Confidentiality: staff files, salaries, medical notes and disciplinary cases stay with the people who need them.
• Awareness of the labour law and the organisation's HR policy, and the habit of checking them before acting instead of guessing.

Questions they ask

1. 1“Walk us through the recruitment process, from vacancy to first day.”

   Why they ask: They check that you know the steps in order and why each one exists. Forgetting reference checks or the approval step is a common gap.

   How to answer

   • Give the steps in order: approved position, job description, advert, applications log, shortlisting, test and interview, reference checks, offer, contract, onboarding.
   • Say what record each step leaves: the shortlisting matrix, the scoring sheets, the panel's signed report.
   • Mention timelines and keeping candidates informed, including those who were not selected.

   It starts with an approved position and a job description agreed with the manager. We advertise with a clear closing date and log every application. Two people shortlist against the criteria in the advert using a matrix, so the reasons are written. Shortlisted candidates sit a test and a panel interview with the same questions and a scoring sheet. We check two references before the offer, then issue the contract with the probation period. On the first day the new person gets an induction plan, and the file is complete before the first payroll.

2. 2“A senior manager asks you to add his relative to the shortlist, although she does not meet the criteria. What do you do?”

   Why they ask: This is one of the most common integrity tests in HR. They want to see that you protect a fair process politely, and know where to take it.

   How to answer

   • Stay respectful: explain that the shortlist follows written criteria and can be audited.
   • Offer the fair route: she can apply for a future role that matches her profile.
   • If the pressure continues, raise it with the HR manager and keep a written note.

   I would speak to him privately and respectfully. I would explain that the shortlist is done against the criteria in the advert, that two of us score it, and that donors or auditors can ask to see the matrix. If his relative does not meet the criteria, adding her would put both him and the organisation at risk. I would suggest she applies for a role that fits her experience. If he still insisted, I would inform my HR manager and keep a note of the request.

3. 3“What is a probation period, and what should HR do before it ends?”

   Why they ask: A technical check on contracts. They want to know that you track dates and make sure a real review happens, not an automatic pass.

   How to answer

   • Define it: an early period in the contract when both sides check the fit, often with a shorter notice period.
   • Track end dates in a sheet and remind managers a few weeks before.
   • Make sure a written review is done, signed and filed: confirm, extend or end, as the policy says.

4. 4“How do you prepare the monthly payroll inputs?”

   Why they ask: HR usually sends finance the changes each month. They check that you collect, verify and hand over the data carefully and on time.

   How to answer

   • List the inputs: new starters, leavers, unpaid leave, overtime, allowances, deductions and salary changes.
   • Check each change against a signed document: contract, leave form or attendance sheet.
   • Send it before the fixed cut-off date, with a second person checking, and keep a copy.

   Each month I kept a change sheet: new staff, leavers, unpaid leave days and any allowance changes. Every line had to match a signed paper, such as a leave form approved by the manager or a contract amendment. A few days before the cut-off I checked the attendance sheets against the leave register, and my HR manager reviewed the sheet before I sent it to finance. Once I found a staff member listed on leave who had actually returned early, and we corrected it before payroll ran.

5. 5“A staff member comes to you with a complaint about her supervisor. How do you handle it?”

   Why they ask: They check that you know the grievance process, stay neutral, keep it confidential and do not promise an outcome.

   How to answer

   • Listen, take notes, and explain the grievance procedure and what happens next.
   • Stay neutral: hear the supervisor's side too, and gather the facts before any conclusion.
   • Keep it confidential, protect her from retaliation, and escalate serious matters such as harassment at once, as the policy says.

6. 6“What is the difference between a grievance and a disciplinary process?”

   Why they ask: A basic HR concept. They check that you know who starts each one, and that both need fair steps and written records.

   How to answer

   • Grievance: a complaint raised by an employee. Disciplinary: action started by the employer about conduct or performance.
   • Fair steps in both: written notice, a chance to respond, a meeting, a written outcome and a right to appeal.
   • Follow the organisation's policy and the labour law, and check both before acting.

7. 7“How would you run onboarding for a new staff member?”

   Why they ask: They check that you think beyond paperwork: the first weeks decide whether good people stay.

   How to answer

   • Before day one: contract signed, ID copies and bank details on file, desk, laptop and email ready.
   • First week: induction on policies (code of conduct, safeguarding, leave), introductions and a clear first task.
   • Follow up after 30 and 60 days, and link it to the probation review.

   Before the start date I make sure the contract is signed, the file has the ID and bank details, and IT has set up the email. On day one the new person gets a short welcome, a tour, and an induction on the code of conduct, leave and safeguarding policies, and signs that they received them. The manager gives one clear task for the first week. I check in after 30 days to ask what is unclear, and I put the probation review date in the HR calendar.

Example answers are in English, the language most panels use. Say it in your own words.

Topics to revise

• Job description vs person specificationThe job description lists the duties and who the person reports to; the person specification lists the qualifications, experience and skills needed. Shortlisting criteria come from the person specification.
• Shortlisting matrixA table with candidates in rows and the essential and desirable criteria in columns, marked yes or no, or scored. Two people fill it separately to reduce bias. You may be asked to shortlist a few sample CVs.
• Conflict of interestWhen someone involved in a decision has a personal link to a candidate: family, clan, friendship or business. They must declare it in writing and step out of that decision. Know how to record a declaration.
• Reference checksCalling or writing to former supervisors to confirm dates, role and conduct, with the candidate's consent. Use the same questions each time and write the answers down.
• Employment contract: key termsJob title, start date, duration (fixed-term or open-ended), probation, salary and allowances, working hours, leave, notice period and termination. Know what each one means in plain words.
• Leave types and leave balanceAnnual, sick, maternity, compassionate and unpaid leave. HR keeps a register of days earned, taken and remaining, and every leave needs an approved form. Know how to work out the balance for someone who joined mid-year.
• Attendance and timesheetsDaily sign-in sheets or a fingerprint system, and monthly timesheets for donor-funded staff showing hours per project. Differences between attendance and leave records must be solved before payroll.
• Payroll inputs and cut-off dateThe monthly list of changes HR sends to finance: starters, leavers, unpaid days, overtime, allowances and deductions. The cut-off date is the last day changes are accepted for that month's pay.
• Grievance and disciplinary procedureThe written steps: complaint or allegation in writing, investigation, a meeting where the person can respond and bring a colleague, a written outcome, and an appeal. In many policies warnings go verbal, written, then final.
• Labour law awarenessEvery country has a labour law covering contracts, working hours, leave and termination. You do not need to recite clauses, but say you check the law and the HR manual before acting, and ask a manager or lawyer when unsure.
• Personnel fileOne file per staff member: application, CV, certificates, contract and amendments, ID copy, signed policies, appraisals, leave and disciplinary records. Kept locked, with access only for HR and authorised managers.

Practical tasks you may get

1. 1Shortlisting exercise: you get a job advert and several CVs, build a matrix and choose who to invite. Practise with a real advert: list the essential criteria, score each CV and write one line of reason per candidate.
2. 2Excel task: work out leave balances or build an attendance summary for a small team. Practise simple formulas, SUM and COUNTIF, and a clean layout with headings.
3. 3Letter writing: an offer letter, a probation confirmation or a warning letter. Learn the structure: reference, date, subject, facts, decision, next step and signature, in neutral language.
4. 4Case study: a staff conflict or a complaint, and you explain the steps you would take. Practise by writing the grievance steps from memory and adding who you would inform at each step.

Mistakes to avoid

• Treating HR as paperwork only. Panels want someone who understands people, fairness and the rules behind the forms.
• Quoting labour law clauses you are not sure of. It is safer to say you would check the law and the HR manual.
• Taking sides in a complaint before hearing both parties, or promising the complainant that the supervisor will be punished.
• Using real names or private details of former colleagues in your examples. Describe the case without identifying anyone.
• Saying recruitment is fair “because I am fair”. Fairness is shown by criteria, scoring sheets and two people checking.

Quick check

5 questions. Answer each one to see the explanation.