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View full libraryThis Candidate Shortlist Record Form provides a structured record of how applicants were assessed against the requirements of a vacancy and why particular candidates were selected for interview or further consideration. It helps employers apply consistent selection criteria, document decisions and demonstrate a fair and objective recruitment process.
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| Job title: | |
| Department / team: | |
| Recruitment campaign / reference: | |
| Application closing date: | |
| Shortlisting date: | |
| Person(s) completing shortlist: |
Shortlisting criteria
Agree the criteria below before assessing applications. Criteria should be based on the job description and person specification and should be applied consistently to all candidates.
| No. | Selection criterion | Essential / Desirable | Maximum score |
| 1 | |||
| 2 | |||
| 3 | |||
| 4 | |||
| 5 | |||
| 6 |
Candidate assessment
| Candidate | Criterion 1 | Criterion 2 | Criterion 3 | Criterion 4 | Criterion 5 | Criterion 6 | Total | Progress? |
| [Candidate Name] | Yes / No | |||||||
| [Candidate Name] | Yes / No | |||||||
| [Candidate Name] |
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This form provides a practical way to record how applications have been assessed during the initial recruitment shortlisting stage. It encourages recruiters to assess candidates against the requirements of the role rather than relying on informal impressions and creates a consistent record of the decisions made.
The form is designed around the job description and person specification, allowing recruiters to identify the criteria that will be used to assess applications before shortlisting begins. This helps ensure that candidates are considered against the same relevant requirements.
Recruiters can record scores, evidence from the application and relevant observations against each criterion. Keeping the assessment focused on information provided by the candidate helps reduce reliance on assumptions or personal preferences when deciding who should progress.
A structured scoring approach can make differences between candidates easier to identify and provide a clear basis for deciding who should proceed to interview or another selection stage. The same criteria and scoring approach should normally be applied consistently to all candidates.
The form provides space to record which candidates are shortlisted and the reasons why other applications are not progressed. This creates an audit trail that can help explain recruitment decisions if they are subsequently questioned.
The record should focus on qualifications, experience, skills, competencies and other legitimate requirements of the role. Personal information that is irrelevant to the selection decision should not be used, and any reasonable adjustments required during the recruitment process should be considered separately from the assessment of suitability for the role.
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Use these best practice actions, recommended timescales and process stages to understand when and how the Candidate shortlist record form should be used, helping ensure each step is handled consistently and appropriately documented.
Understand the common mistakes to avoid when using this HR template, helping you reduce risk, prevent unnecessary costs and ensure the process is handled correctly.
Where a scoring system is used, candidates should normally be assessed against the same agreed criteria. The criteria should come from the requirements of the role and should be established before applications are assessed.
The record should briefly explain how the application compared with the agreed selection criteria, particularly where an essential requirement was not met. Avoid subjective comments or irrelevant personal information.
Business and employment networking sites can sometimes provide relevant information, but employers should use online information appropriately and consistently. Personal social media should generally not be used to make recruitment decisions, particularly where it could introduce irrelevant personal information or discrimination risks.
There is no universal legal requirement for a particular number of people. However, Acas recommends that, where possible, two or more people are involved in selecting candidates because this can reduce the risk of personal bias or unintended discrimination.
There is no single retention period that applies to every recruitment record. The organisation should determine an appropriate period based on its legal, regulatory and business requirements and its data protection retention policy, then securely delete the information when it is no longer required.
AI can generate generic shortlisting forms, but HRDocBox templates are designed around practical UK recruitment processes and relevant employment law. This form provides a structured way to record evidence, scoring and decisions so that recruitment choices can be made more consistently and transparently.
How this content is developed and reviewed
The Candidate shortlist record form template is developed using a practical HR methodology that considers current UK employment legislation, ACAS guidance, CIPD good practice and the real-world HR process it supports. Templates and supporting information are regularly reviewed and updated, with additional reviews triggered by significant changes to legislation, guidance or established HR practice, helping ensure each document remains practical, relevant and suitable for UK employers.
Darryl Horn, Chartered HR Director
Darryl is a Chartered HR professional with over 25 years' experience in senior HR and employee relations roles.
He has extensive practical experience of managing job interview HR processes and founded hrdocbox to provide businesses with practical, professionally developed HR resources grounded in UK employment law and best practice.
HRDocBox has been creating practical UK HR documents since 2009.
"Darryl provides support and advice with excellent judgement, and has a strong understanding of people, policies and UK employment legislation."
"He is someone I trust; consistent, dependable, and committed to doing things properly."
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