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As a rule, selection comprises: examining application documents; interviews; and, taking up of references. However, it may also be supplemented by, for example, portfolio examination and personality tests.

Selection methods

When the application deadline has passed, it is time for the recruiting manager/person in charge of the recruitment to review all the received application documents.

KTH’s recruitment system offers several different ways of sorting and marking applications (everything from “status marking” to colour marking and scoring). Regardless of whether you are interviewing alone or with someone else, it is also important to assess interview answers in a structured way with the help of an operations-wide template/scale.

Contact your school’s HR for more information about competence-based recruitment and for support as regards format and the carrying out of structured interviews.


In an interview, a candidate’s abilities are evaluated in relation to the competencies selected in the appointment/requirements profile. To treat all candidates equally and avoid discrimination, interviews should be standardised, structured and competence-based.

  • Based on the competence requirements set out in the appointment/requirements profile, draw up a question guide.
  • Be prepared for the interview and create a welcoming atmosphere.

Interview technique

To be able to compare information and obtain evaluation input that is as correct as possible, the interview questions should be the same for all candidates.

  • The questions should be about how the candidate acted in an earlier work situation.
    “Please tell me/us about a situation in which ...”
    “What did you do ...?”
    “How did ______ go?”
    “How do you work to ...?”
    “Can you please give a concrete example of ...?”
  • Questions must be:
    Open – How ...? What ...? In which way ...? Please can you tell me/us about ...?
  • Avoid questions that are?
    Double (multipart).
    Critical or of a personal nature.
  • Things to bear in mind:
    How many people will be in the interview room.
    Selecting a suitable room.
    Layout and seating in the room.
    How you are going to take notes.

Supplementary assessments

To obtain the best possible picture of the candidate, it may be wise to supplement the interview with other evaluation tools in certain recruitments. Examples of such tools are given below.


Portfolios of work are used to evaluate practical know-how. It is a good idea to identify problem areas in the position and test ability in these. For example, when recruiting project managers, candidates can be asked to create a portfolio that includes a project plan based on the provided information.

It is important to agree, in advance, on the assessment criteria for evaluating portfolios. Applicants asked to create portfolios shall be subject to the same conditions. Thus, it is important that there are written instructions, set time frames, etc. Inform relevant candidates in advance of any portfolios that may be required. Remember to give feedback on the results of the evaluation.


For the provision of recruitment support, KTH has agreements with external suppliers who can carry out various tests.

Personality tests

Personality tests are used to measure important personal qualities that are relevant in the role in question. Examples are social skills, initiative, etc.

Skills tests

A skills test measures talents and skills (e.g. verbal, numeric and analytical abilities).

Second opinion

A second-opinion service provided by an external party most often involves an in-depth interview and some form of personality and skills test.

Search and executive search

Search and executive search services involve proposing, on the basis of an established appointment profile, one or more suitable candidates for a stated position. This entails the supplier systematically searching markets and its networks to find suitable candidates who can apply for advertised positions at KTH. Search and executive search are appropriate when recruiting a specific competence that is difficult to find in the labour market.

Next step: Recruitment decision