Interview techniques

Every year, the facilities management sector experiences a seasonal uptick in recruitment. Here, Michelle Bruce, Buckles Solicitors offers advice on getting interviews right for seasonal and temporary staff

As the colder months set in, demand rises for additional staff to cover increased workloads, seasonal contracts, and end-of-year absences. Many FM employers rely heavily on temporary workers during this period, from maintenance engineers and cleaners through to front-of-house teams and security staff.

With this surge in hiring, interviews become fast-paced, high-volume exercises. But it’s important to remember that recruitment law applies just as firmly to temporary hires as to permanent appointments. Getting the process wrong, even unintentionally, can expose employers to legal risk, reputational damage, and unnecessary staff turnover. Done well, however, recruitment can strengthen your workforce, enhance diversity, and ensure you attract reliable people who want to return year after year.

WHAT EMPLOYERS CAN AND CAN’T ASK

In the press of seasonal hiring, it can be tempting for interviews to become informal. But casual “small talk” can stray into legally problematic territory. Under the Equality Act 2010, employers must avoid questions that touch on protected characteristics unless they are directly relevant to the role.

That means asking about someone’s family plans, childcare responsibilities, age, or health status is out of bounds. Even seemingly harmless questions like “Will school runs get in the way of early shifts?” or “Are you planning to start a family?” can constitute discrimination if they affect the hiring decision. Employers should keep interviews focused solely on skills, availability, and the ability to perform the role safely and effectively.

EQUAL TREATMENT AND FLEXIBLE WORKING

Facilities management is a people-centric industry. Many temporary staff will have caring responsibilities, be students fitting work around studies, or be semi-retired professionals looking for flexible hours. Requests for part-time or flexible working are lawful topics to discuss, and employers cannot penalise candidates for raising them.

If, for instance, a cleaner applies for evening shifts only, rejecting them purely on that basis could raise discrimination concerns, especially if the decision disproportionately affects women with caring duties. The safest approach is to be transparent about shift patterns from the outset, and to explore options for accommodating flexibility wherever practicable.

ADJUSTMENTS FOR DISABLED CANDIDATES

Facilities management roles are diverse, ranging from office-based coordinators to hands-on maintenance staff. Employers must be alert to the duty to make reasonable adjustments for candidates with disabilities or long-term health conditions.

In practice, this could mean allowing additional time for written assessments, offering interview questions in advance, or holding interviews in accessible premises. Importantly, a candidate should never be disadvantaged because they asked for such support. For FM businesses, where recruitment often moves quickly, having a clear adjustments policy in place helps ensure compliance without slowing down the process.

TEMPORARY STAFF AND BACKGROUND CHECKS

Background checks can be proportionate and important in facilities management, especially for roles involving security clearance, key-holding responsibilities, or work in sensitive environments such as schools, hospitals, and government buildings.

However, checks should remain proportionate. Running a Disclosure and Barring Service (DBS) check on a security officer is reasonable; running one on a short-term office porter may be harder to justify unless specific risks are identified. Credit checks and drug testing should also be limited to situations where they are genuinely relevant to the duties. Overly intrusive vetting can deter good candidates and may invite legal challenge.

PROTECTING CANDIDATE INFORMATION

Recruitment for temporary staff often involves high volumes of personal data being processed quickly. Employers must not lose sight of their obligations under UK GDPR and data protection law. Application forms, interview notes, and ID documents all count as personal data.

Best practice means restricting access to recruitment information, storing it securely, and deleting it once it is no longer required. Sharing a candidate’s details informally between sites, or retaining photocopies of passports indefinitely, risks breaching data protection obligations.

CREATING A POSITIVE CANDIDATE EXPERIENCE

Facilities management is a sector where reputation matters, particularly when it comes to agency and seasonal staff. A fair, respectful recruitment process encourages good candidates to return in future years, reducing the cost and disruption of re-hiring. It also signals to clients and stakeholders that your organisation takes compliance and professionalism seriously.

For temporary workers, the interview may be their first impression of your business. Clear communication, lawful questioning, prompt feedback, and discretion over personal information all make a tangible difference.

FINAL THOUGHTS

The recruitment surge in facilities management each winter is both a challenge and an opportunity. Employers must balance speed and efficiency with compliance and fairness. By keeping interviews focused on ability, respecting candidate rights, and handling data responsibly, FM businesses can strengthen their seasonal workforce while minimising legal and reputational risk.

In a competitive labour market, doing recruitment well is more than a legal requirement – it’s a way to build loyalty, attract repeat staff, and ensure operations run smoothly at the busiest time of year. Facilities managers who invest in fair, compliant recruitment practices today will reap the rewards of stronger teams and better service delivery tomorrow.