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Graeme, here’s how your interview with Equitas landed.

Thank you for the time you gave to your conversation with Michael. You covered your recruitment background, what draws you to Equitas, how you approach inclusive hiring and the projects where you took ownership. Below is a closer look at what stood out and how the conversation unfolded.

Interviewed by Michael BlakleyRecorded and summarised with Screenloop

What stood out

Track record
Volume delivery
You described delivering 3,600 security guards in six weeks for the government, and overseeing the delivery of Campsfield Detention Centre.
Planning
Where the plan begins
You began your first 90 days by defining the hiring need, then a clear candidate proposition, before moving on to the funnel and attraction channels.
Fair hiring
A fair run for everyone
You said inclusion creates a fair and equitable platform. Asked about your most impactful project for fair hiring, you described assessments designed so everyone had the same chance.
Ownership
Naming the owners
You said early conversations should set out who owns what, with named owners, deadlines and an escalation route.

How you showed up

The areas we covered, what you said, and what you did well.

Qualifications and experience

Technical skills proficiency

Your score 5/5

You described bringing an ATS into a charity you volunteered for so it had a single source of truth as it grew, and said your Exadel experience is behind your interest in the technology side of the role.

What you did well

You said technology makes it easy to collect information from people who are rejected or who withdraw.

Alignment with job requirements

Your score 5/5

You described a three-year RPO background and client services roles across Exadel, DXC Technologies and facilities management at Mitie, and said you are used to fast deadlines and mobilisations.

What you did well

You said the sensitivity of the work, and the regulatory and political factors around it, added to why the role excited you.

Confidence and professionalism

Your score 5/5

You would highlight a blocker early, you said, and get things moving whether it sat with you or with Michael.

What you did well

You said that when leadership can see progress through reports, they are not left imagining worst-case scenarios, and you stay in control of the narrative.

Communication skills

Verbal communication

Your score 5/5

You described the Touch Surgery product to Michael: a box that sits in front of a surgeon, uses machine learning and computer vision to support them, and records techniques that other surgeons can learn from in an app.

What you did well

You connected the product to the people you had to hire, specialists in computer vision and machine learning who also had a medical imaging background.

Engagement and active listening

Your score 5/5

You asked Michael where the role could lead in the longer term, how the organisation involved fits with Equitas in terms of values, and what he expects from the role.

What you did well

You thanked Michael for being open about how the process would work.

Clarity and coherence of answers

Your score 5/5

You answered the question on challenges from experience: on an earlier mobilisation you did not know when work schedules were coming and a lot of people were lost, which is why you want information as early as possible.

What you did well

You raised quality control too, asking who moderates when candidates are close to the line and numbers need to be hit.

Problem solving

Analytical thinking and logical reasoning

Your score 5/5

You described working back from the number of hires needed through the recruitment funnel, taking into account the attrition you expect.

What you did well

You described tweaking and adjusting as the numbers come in, and highlighting plan Bs or alternatives where needed.

Creativity and innovation

Your score 5/5

You suggested candidate information packs so people know from day one exactly what is on offer, and said this project could set a blueprint to repeat for other public sector organisations.

What you did well

You said you would ask whether transport could be arranged or shift patterns fitted to the schedules, and whether subsidies might help people get to the site.

Ability to handle challenges and find effective solutions

Your score 5/5

You described competing for specialist hires against Google DeepMind, which had far more money, so you strengthened the employer value proposition and played on the sense of purpose.

What you did well

You agreed with the head of people what you would report, with a weekly meeting to review what was working and what needed tweaking.

Cultural add

Alignment with company values and culture

Your score 4/5

You spoke about how you communicate, avoiding terminology that could exclude diverse groups, and about using partnerships to open this career to people who may never have considered it. You also said the client needs to be involved so the equitable process runs right from the start.

What you did well

You said that creating many different viewpoints gives a holistic view of what good looks like.

Ability to work well with the team

Your score 5/5

You described taking over a struggling account, where you sat down with the hiring manager to understand what they wanted and did not want to see, then agreed your part and what you needed from them.

What you did well

You said you asked the head of AI to commit to interviewing anyone you brought who was good enough.

Adaptability and openness to new ideas

Your score 5/5

Looking back on a past mobilisation, you said you regret not keeping a decision log of the issue, evidence, options, decision maker, deadline and agreed action.

What you did well

You agreed with Michael that something always comes out of the woodwork, and still said planning ahead is the right thing.

How the conversation flowed

1. Settling in

Michael talked you through the format: three structured questions, follow-up questions, then time for your own questions at the end.

2. Your background

You ran through 12 years in recruitment, from your most recent six months at Exadel in technology, AI and data to two years at Mitie as Group Head of Resourcing.

3. Why Equitas

Michael asked what you knew about Equitas and what attracted you to the role. You described Equitas as a tech and interview-as-a-service provider with potential in RPO, and recalled working with the team on an earlier prison mobilisation.

4. Challenges of the role

The question on what would be challenging about the role drew on your time on a previous mobilisation.

5. Your first 90 days

You worked through the first 30 days and then the period from day 45, when you would review the incoming data and keep reporting flowing up the line.

6. Inclusive by default

The next questions were why inclusion matters to you and which project had the most impact on fair hiring, and you picked the one you felt was your biggest success.

7. Ownership and accountability

Asked for the project you are proudest of delivering end to end, you described a team that grew to five, with the target rising from 120 hires in three months to 300 in the following six.

8. Your questions for Michael

Michael described the opportunity, the team around the role and the mix of oversight and hands-on recruiting, and you added a point about quality control and the value of recording decisions.

9. Wrapping up

Michael said he would catch up with you soon, and you thanked him for his time.

How you showed up

We covered twelve different areas across four different categories. Tap a category or any dot on the ring, or use the arrows, to see what you said as well as what you did well. Choosing an area also highlights where it came up in the conversation below.

How the conversation flowed

The interview in the order it happened. Open a stage to see what we covered and jump to the attributes it fed.

Areas covered

Choose an area to see which stages fed it. Open a stage to see the areas it fed.

Summary and next steps

✓ Moving to the next stage

Your overall score4.9 / 5

What happens next

Congratulations on moving to the next stage. Here is what Michael described for what comes next.

The second stage is with board members who know more about recruitment than Michael.
It goes further into the role and what it involves, and lasts about 60 minutes.