Interviews, References and Tests

A well-prepared interview process is essential to ensure relevant insights into the applicant and a positive impression of the workplace. Preparation should be based on the unit’s specific needs and goals. Determine in advance how and when the interviews will be conducted. Consider the number of interview rounds, the duration of each interview (typically one hour), and who will participate. It is recommended to schedule a 30-minute break between interviews to reflect on initial impressions and adjust the approach for subsequent interviews. Clearly agree on who is responsible for which parts of the interview – for example, welcoming the applicant, presenting the workplace, asking questions about professional and personal competencies, discussing salary expectations, and explaining the next steps. A clear division of roles contributes to a structured and professional interview. When selecting applicants for interview, diversity and new perspectives should be considered. During the interview, be aware that employers are not allowed to ask about or consider factors such as religion, political beliefs, pregnancy and family planning, sexual orientation, ethnic origin, or certain health information, in accordance with the Danish Equal Treatment Act and Anti-Discrimination Act.

Priority Access for Applicants with Disabilities

As a public employer, DTU is obligated to invite applicants with disabilities to interview before filling a vacant position, provided the applicant has the necessary qualifications and wishes to make use of the priority access. The assessment of the applicant’s qualifications is made in collaboration with the assigned HR consultant. See more under Social Chapter.

Secondary Employment

To ensure that any secondary employment is compatible with employment at DTU, the hiring manager must ask the selected candidate about any secondary employment. If the applicant has secondary employment, they must complete DTU’s declaration form in accordance with current guidelines. The Head of Department must assess whether the secondary employment is compatible with the position and approve it by signing the form. This approval must be in place before the applicant receives an offer of employment. When hiring international candidates, it is especially important that the hiring manager informs them of the obligation to declare and obtain prior approval for secondary employment. This obligation also applies during the course of employment.

See the procedure for identifying potential conflicts with secondary employment prior to hiring.

Selected applicants are invited to interview. The interview must be thoroughly prepared in advance. There are often several participants in the recruitment committee, so it is advisable to clarify roles. The first interview is typically used to assess the applicant’s professional competencies. The second interview may include the use of test tools. Contact the assigned HR consultant for guidance. HR consultants are certified in the use of recruitment-related tests. Test results are used as a basis for dialogue about personal competencies, behaviour, needs and preferences.

During the second interview, personality and cognitive tests may be used. At DTU, these tests are used as dialogue tools to assess the applicant’s work style preferences and behaviour in the role. The assigned HR consultant provides feedback on the selected tests during the second interview, which is attended by the hiring manager. Understanding a person’s traits, behaviour and response patterns can help predict how they will perform and act in a given role, and how they will fit into the organisation’s culture and work environment. Personality tests can help clarify this.

Feedback

HR recommends that no more than three people (including the hiring manager and a certified HR consultant) participate in the feedback session on test results. Colleagues should not attend, as the conversation is personal and confidential, and it is important to create a safe space for the candidate. Too many participants may cause unnecessary pressure.

DTU Uses Three Types of Tests

MPA – Master Person Analysis

MPA is a personality test that provides quick insight into the candidate’s preferred behaviour in a work context. The test helps assess who best matches the position. MPA measures nine traits across three main areas: Ego-drive (self-behaviour): ability to achieve goals, take initiative and apply energy at work. Social factors (we-behaviour): interaction with others, emotional approach and trust. Work style (task-behaviour): problem-solving, overview, innovation and decision-making. MPA meets international standards for professional tests. Feedback time: approx. 60–90 minutes.

ACE – Cognitive Test

ACE measures the candidate’s potential to handle complexity and make logical decisions. It also provides insight into the ability to acquire new knowledge. You gain insight into: Job complexity: assessment of the level of complexity the candidate can handle. Learning ability: approach and speed of learning. Logical and analytical reasoning: ability to analyse and make well-considered decisions. ACE tests three general cognitive abilities: Numerical reasoning: solving tasks through calculation. Spatial reasoning: identifying patterns in figures. Verbal reasoning: solving verbal tasks using analogies and matrices. Feedback time: approx. 5–15 minutes.

EASI – Typological Test

EASI assesses behaviour and motivation in a work context and is a visual tool for employee and leadership development. The test categorises individuals into four types based on specific characteristics. Each type has preferred behaviours and is motivated by different factors. Individuals may exhibit traits from multiple types to varying degrees. EASI is easy to understand and apply, and most people will recognise themselves and others in the types. The test can be used for: Recruitment of candidates with limited work experience, individual development, team development, leadership development. Feedback time: approx. 30 minutes.

Recruitment of Professors

• HR forwards the evaluations of the candidates to the President, the Dean, and the Head of Department.
• The President decides which candidates will be invited for an in-depth interview.
• HR invites the candidates to interviews attended by the President, the Dean, the Head of Department, and the Chair of the Assessment Committee.
• The President informs HR which candidate should be offered the position.
• HR sends an employment offer to the selected candidate and rejection letters to the others.

Recruitment of Assistant Professors, Researchers, Associate Professors, and Senior Researchers

• HR forwards the evaluations to the Head of Department or the Section Head with hiring authority.
• The hiring manager invites selected candidates for an interview, which they attend together with the Chair of the Assessment Committee.
• HR is informed which candidate should be offered the position.
• The hiring manager sends the employment offer to the selected candidate, and HR sends rejection letters to the others.

Recruitment of Other Scientific Staff

• The Head of Department or Section Head decides whether interviews should be held and who should participate.

Before making a final hiring decision, it may be useful to obtain references. References can help confirm or nuance impressions formed during the interview process.

Important considerations before reference checks

 

• The applicant’s consent must be obtained, even if they have listed referees in the application.
• References should be collected late in the recruitment process, when you are close to making a hiring decision. The purpose is to deepen your impression of the candidate. It is recommended to obtain two references to gain a more nuanced picture of the candidate.

Reference Check Guide In some cases, the applicant must be given the opportunity to comment after reference checks. This applies if information emerges that is unfavorable to the applicant and relevant to the final decision. Before the case is closed, the applicant must be informed and allowed to respond.

The reference check guide can be used as support during conversations with referees.

Expectations Alignment Meeting

In connection with interviews at the department, HR offers an expectations alignment meeting with the two best-qualified international applicants. The purpose is to ensure a good foundation for a successful recruitment process for both the candidate and the department.

The meeting is planned in collaboration with the HR consultant responsible for the specific recruitment case and includes guidance on relevant topics such as:

• Tax and pension
• Housing options
• Support for accompanying children and spouse
• Practical matters related to relocation to Denmark

Travel expenses

The department is authorized to cover reasonable travel expenses related to interviews for international candidates at DTU.