To vet remote candidates well, use the same set of steps for every person and write down your scores as you go. Start with a clear brief. Shortlist against it. Hold structured video interviews. Add a fair test of ability, and if the role suits it, a short paid task. Check references at the end, once you have made a conditional offer.
Each stage answers a different question. The brief asks what good looks like. The interview asks how the person thinks and talks. A test asks what they can do. References ask whether the story holds up. Flink Remotely vets its candidates through video interviews, psychometric tests and reference checks. This guide explains each of those stages, why it exists and the rules that apply in the UK and South Africa. It ends with a scorecard you can copy.
Why vetting a remote candidate is different
With a remote hire, you may never meet the person face to face. So the process has to show you more than a CV and a chat would.
Three things matter more than usual. The first is written communication, because most remote work runs on messages and documents. The second is self-management, because no one is sitting next to them. The third is proof of skill, because you cannot rely on a quick look over their shoulder later. Flink's guide to red flags when interviewing remote candidates puts it simply: "Remote work is communication."
The law also asks you to be fair. In the UK, ACAS says there are no set processes required by law, but employers must follow a fair process and obey discrimination and data protection law throughout. If you hire in South Africa, South African law covers tests and candidate data too. This guide covers both.
The process at a glance
Here is the full process in one table.
| Stage | Why it exists | What you should come away with |
|---|---|---|
| 1. The brief | Sets the standard every candidate is judged against | A short list of must-have skills and a person specification |
| 2. The shortlist | Removes poor fits before anyone spends time on interviews | A scored list, using the same checklist for each person |
| 3. Video interviews | Tests how the person thinks, explains and works remotely | Scores against the same questions for each candidate |
| 4. Psychometric tests | Gives a fair, standard measure of ability or style | A result you read alongside other evidence, never alone |
| 5. A paid trial task (optional) | Shows real work, close to the actual job | A scored sample of their work |
| 6. Reference checks | Confirms the facts and the track record | Confirmation from past employers, after a conditional offer |
Flink's own published process covers stages 3, 4 and 6. Its answer to how it vets candidates says candidates go through "psychometric testing, video interviews, and reference checks". Stages 1, 2 and 5 below are general good practice that any employer can use.
Stage 1: write a brief that defines good
If you do not know what good looks like, you cannot score it.
A good brief for a remote role names the outcomes you need in the first few months. It lists the skills that are essential and the ones that would be nice to have. It also says how the person will work with you: the hours of overlap, the tools you use and how often you will meet.
Keep the essentials short. Five to eight points is usually enough. Each point should be something you can test. "Good with spreadsheets" is hard to test. "Can build a monthly sales report from raw data" is easy to test.
For a template and worked examples, see how to write a job brief for a remote role. If the role is a support role, Flink's guide on how to hire a virtual assistant in South Africa shows what a brief for that kind of job can include.
Stage 2: shortlist fairly
Shortlisting is where bias creeps in most easily.
ACAS suggests a simple fix. Turn each point in the job description into a checklist, then score each application against it. Its example: if an applicant meets 17 of the 20 points, they score 17 out of 20. ACAS also says that ideally two or more people should choose who to interview, to reduce the risk of personal bias.
Be careful with online searches. ACAS advises you to avoid using information from someone's personal social media to decide whether to interview or hire them. Business sites such as LinkedIn are usually fine, as long as you use the information in a way that does not discriminate.
The ICO, the UK data protection regulator, makes a related point. In its draft guidance on shortlisting, testing and interviewing candidates, it says you should tell candidates the selection criteria before you collect their information*. For most roles, it says you should usually shortlist on what candidates tell you, not on references or public social media.
Stage 3: video interviews
For a remote hire, the video interview is the main place you see how the person explains things and handles a question they did not expect.
Make it structured
The CIPD, the UK body for HR professionals, recommends structured interviews in its factsheet on selection methods. That means a set list of questions, asked in the same order to every candidate. You score each answer against criteria you agreed in advance. The CIPD says this makes answers easier to compare and makes it less likely that decisions rest on personal bias.
The same factsheet suggests a panel of interviewers, not one person. It also says each interviewer should score each answer on their own before the group discusses it. That stops the most senior voice in the room from setting everyone's score.
Get the online basics right
ACAS has clear advice on holding interviews online. Run the interview the same way you would in person. Check that the candidate has the right technology. Have a backup plan in case the connection drops. If you want to record the interview, ACAS says you must get the person's permission first.
The ICO goes further on recording. Its draft guidance says it is not usually necessary to make a video recording of each candidate's interview. It also suggests you offer candidates a plain background for video calls, so you do not see things in their home that you do not need to know.
ACAS adds one rule that is easy to miss. By law, you must ask anyone coming to an interview whether they need reasonable adjustments so they can take part.
What to ask
Ask about real remote work. How did they keep a project on track without a manager nearby? Which tools have they used to work with a team? What do they do when a message is unclear? Flink's red flags guide suggests asking candidates to describe specific remote tools they have used. It also suggests probing how familiar they are with working in their own time.
If English is the working language, test it the way the job will use it. A short written answer after the call often tells you more than the call itself. Flink's guide to assessing English and communication skills in remote candidates covers this in more detail.
Stage 4: psychometric tests
A psychometric test measures things like reasoning ability, aptitude or personality in a standard way. Every candidate takes the same test under the same conditions.
What a test can and cannot tell you
The CIPD says standardised tests of cognitive ability can be good predictors of job performance. This is especially true for jobs that need complex thinking. But it is just as clear that test results should never be the sole basis for a hiring decision.
The CIPD also says a test should be backed by statistical evidence that it is valid and reliable. Before you use one, ask whether it gives you extra information that is relevant to the job. Decide how you will use the results, and how you will give feedback. Tell candidates in advance what the test involves and how long it takes, and give them a chance to ask for adjustments.
For a longer look at the strengths and limits of testing, read what psychometric testing tells you about remote hires, and what it does not.
The South African rule on testing
If the person will be employed in South Africa, South African law applies to the test. Section 8 of the Employment Equity Act prohibits psychological testing and similar assessments unless the test has been scientifically shown to be valid and reliable, can be applied fairly to all employees and is not biased against any employee or group.
Section 9 of the same Act says that for these purposes, "employee" includes an applicant for employment. So the rule covers candidates, not only staff.
The law on this has changed. A 2013 amendment added a paragraph on the certification of tests. That paragraph was then deleted by the Employment Equity Amendment Act 4 of 2022. The change took effect on 1 January 2025*. The three core tests above still apply. If you plan to run your own tests on South African candidates, take local advice. Flink's guide to South African employment law for UK employers covers the wider rules.
Protect candidates' data in tests
The ICO's draft guidance says that where possible, you should pseudonymise candidates' information when you mark tests. In plain terms, the marker sees a code, not a name. Personal details are unlikely to matter to a test score, and hiding them helps to keep bias out.
Stage 5: a paid trial task
A short trial task shows you real work. The CIPD says skill-based assessments have been found to be better predictors of job performance than traditional approaches such as reviewing experience, education or unstructured interviews. It also says these tasks should resemble real tasks in the job as far as possible.
Flink's published process does not list a trial task. It is an extra step you can add yourself, after the shortlist, if the role suits it. It works well for jobs with a clear output: a designer, a bookkeeper, a developer or a writer. For examples by role, see how to hire software developers in South Africa and how to hire a remote SEO specialist, which includes a scored audit task.
Keep it fair
ACAS sets out limits for unpaid work trials in the UK. It says a trial should last a reasonable time, such as two hours or a shift, and should not usually last longer than one day*. An employer must pay the National Minimum Wage if the trial is not genuinely for recruitment. One example ACAS gives is a task that has value to the employer beyond testing skills.
UK minimum wage rules may not apply to a candidate abroad. Even so, the general advice here is to pay for any task that takes more than an hour or two. It is fair, it shows you take the candidate's time seriously and good candidates are more likely to stay in your process. Flink's guide on paid trial tasks has more on how to set one up.
Give every candidate the same brief, the same time limit and the same scoring table. Never use a trial to get free work you plan to use.
Stage 6: reference checks
References confirm facts and fill gaps.
When to ask
ACAS says it is best to ask for a reference at the final stage, when you make a job offer. Before you approach a candidate's current employer, ACAS says you should have made a conditional offer and have the candidate's permission. Asking too early can cause real harm. The current employer may find out the person is job hunting.
ACAS also says your offer letter should say whether the offer is conditional, for example on suitable references. If the conditions are not met, you can withdraw a conditional offer, and you should tell the person why. Withdrawing an unconditional offer could be against the law.
What a reference can tell you
ACAS explains that a reference must be accurate and fair. Some employers only give a basic reference: the job title and dates. That is a common policy, so a short reference is not a warning sign on its own.
ACAS also says a reference is not a substitute for other checks. The CIPD agrees: it says hiring decisions should never rest only on references, because they give a limited view of a person.
Ask only for what you need
The ICO's draft guidance on verifying candidates says you should only ask a referee for the information you need. If you only need dates of employment, only ask for those. It also says that where possible, you should only verify the details of successful candidates.
For ten better questions, read reference checks that actually reveal something.
Candidate data: the UK and South African rules
Vetting means collecting personal information, and both countries have rules on that.
In the UK
The ICO's guidance on recruitment and selection applies to employers and to organisations that recruit for them. The ICO says this guidance is still a draft and is under review following the Data (Use and Access) Act*.
Its draft section on pre-employment vetting is firm. It says you should not routinely vet all candidates unless the law requires it. Vetting should be in proportion to a risk you have identified. If you need a criminal record check, it says you should usually only obtain this for the person you intend to appoint. If a check does not match what the candidate told you, the ICO says to give them a chance to explain, and not to assume they are lying.
In South Africa
South Africa's data law is the Protection of Personal Information Act (POPIA). The Information Regulator's POPIA page refers to eight conditions for the lawful processing of personal information. It also lists cases that need prior authorisation from the Regulator. One of them is processing information on criminal behaviour on behalf of third parties.
If you hire through a provider in South Africa, ask how they handle these rules. Ask what they collect, who sees it and how long they keep it. This is general information, not legal advice, so take advice for your own case.
A scorecard you can use
A scorecard turns all of this into one decision. Score each line from 1 (poor) to 5 (strong). Multiply by the weight. Then add up the total. Change the weights to suit the role.
| What you are scoring | Evidence from | Weight | Score 1 if… | Score 5 if… |
|---|---|---|---|---|
| Core skills | Trial task or skills questions | 3 | Cannot do the main task | Does the task well, with little help |
| Written communication | Written answers, emails during the process | 2 | Unclear, slow or careless | Clear, short and on time |
| Spoken communication | Video interviews | 2 | Hard to follow, avoids questions | Explains plainly, asks good questions |
| Self-management | Interview examples | 2 | No real examples of working alone | Clear examples of managing their own time |
| Ability or aptitude | Psychometric test | 1 | Well below the level the role needs | At or above the level the role needs |
| Track record | References | 1 | Facts do not match | Facts confirmed, past employer positive |
The highest score is 55. As a rough guide, 44 or more is a strong candidate. Between 33 and 43 is worth a second conversation. Below 33, move on. These cut-offs are a suggestion, not a rule.
Example (hypothetical): Two candidates apply for a bookkeeping role. Candidate A interviews brilliantly but makes three errors in a simple paid reconciliation task. Candidate B is quieter on the call but completes the task with no errors and replies to every email within a day. Candidate A scores 36 (strong on spoken communication, weak on core skills). Candidate B scores 47 (top marks on core skills and written communication) and gets the offer.
If you prefer a ready-made version, Flink's free candidate scorecard gives you a template. Its signs you are about to hire the wrong person checklist is a useful last check before you make an offer.
Mistakes that undo good vetting
- Changing the questions halfway through, so candidates are no longer comparable.
- Letting one strong interview outweigh a weak trial task.
- Asking for references before you have made an offer.
- Using a test result on its own to reject someone.
- Taking weeks to reply, so your best candidate accepts another job.
Where Flink fits
Flink Remotely helps UK businesses hire skilled remote employees in South Africa. We act as both recruitment partner and employer of record. That means we find the person, then employ them in South Africa and handle the contract, payroll and benefits there. You manage their daily work.
Vetting is part of that service. As our homepage explains, every candidate is pre-vetted through video interviews, psychometric tests and reference checks. We also vet for technical skills, English, communication and fit with the UK working day. You brief us on the role. We source, vet and present candidates. You choose. You can interview shortlisted candidates yourself by video before you decide, and you can still add your own trial task.
There is no upfront cost to engage Flink. A once-off setup fee covers sourcing, onboarding, equipment and testing. Many clients onboard their new hire within a few weeks. For the steps after the offer, see how an employer of record works, from brief to first payslip.
This route tends to suit a UK business that wants one or more full-time people in South Africa, with a manager who will brief them and review their work. It may not suit you if you need someone in your UK office, or only a few hours of work a month. A freelancer may fit better then.
Before you decide, ask any provider to show you how they vet. Compare who runs each stage, what you see at the end and what happens if a hire does not work out. You can compare providers for hiring in South Africa to see the options side by side. You still own the final choice and the person's day-to-day work.
What this means for you
Good vetting is not about more stages. It is about the same fair stages for everyone, with scores written down as you go. Start with a brief you can test against. Use structured interviews and score them on your own before you compare notes. Treat a psychometric test as one piece of evidence. Add a paid task where the job has a clear output. Check references last, with permission.
The work does not stop at the offer. A good hire still needs a good start. Flink's playbook for managing a remote team in South Africa covers the first months. If you are also hiring in the UK, keep an eye on the rules there, which are changing. See what the Employment Rights Act 2025 changes for UK employers.
Frequently asked questions
How many stages should a remote vetting process have?
There is no legal minimum. ACAS says there are no set processes required by law, but the process must be fair. Most roles need a brief, a shortlist, interviews, some test of ability and references. Add a trial task when the job has a clear output.
Are psychometric tests legal for South African candidates?
Yes, if the test meets the Employment Equity Act. Section 8 says it must be scientifically shown to be valid and reliable, fair to all and not biased. The rule covers job applicants as well as staff.
When should I check references?
At the end. ACAS says it is best to ask once you have made a conditional job offer, and only with the candidate's permission.
Should I pay candidates for a trial task?
In the UK, ACAS says an unpaid trial should usually be short, and some trials must be paid at the National Minimum Wage. For any longer task, it is good practice to pay, wherever the candidate lives.
If you want help vetting your next remote hire, talk to us about the role you need to fill.
Correct at the time of writing (October 2026). Rates and rules change, so check the linked source.
Sources
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- Choosing who to interview, Acas, (accessed 23 October 2026)
- Interviewing job applicants, Acas, (accessed 23 October 2026)
- Offering someone a job, Acas, (accessed 23 October 2026)
- Job references: when an employer must give a reference, Acas, (accessed 23 October 2026)
- What employers can say in a reference, Acas, (accessed 23 October 2026)
- Selection methods, CIPD, (accessed 23 October 2026)
- Employment practices and data protection: recruitment and selection, Information Commissioner's Office, (accessed 23 October 2026)
- Shortlisting, testing, and interviewing candidates, Information Commissioner's Office, (accessed 23 October 2026)
- Verifying candidates, Information Commissioner's Office, (accessed 23 October 2026)
- Pre-employment vetting of candidates, Information Commissioner's Office, (accessed 23 October 2026)
- Employment Equity Act, 1998: section 8, psychological testing and other similar assessments, Acts Online, (accessed 23 October 2026)
- Employment Equity Act, 1998: section 9, applicants, Acts Online, (accessed 23 October 2026)
- Employment Equity Amendment Act 4 of 2022, South African Government, (accessed 23 October 2026)
- Employment Equity Act 55 of 1998, South African Government, (accessed 23 October 2026)
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- Protection of Personal Information (POPIA), Information Regulator South Africa, (accessed 23 October 2026)
- How do you vet and assess candidates?, Flink Remotely, (accessed 23 October 2026)
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- 5 Red Flags to Watch Out for When Interviewing Remote Candidates, Flink Remotely, (accessed 23 October 2026)
Talk to us about the role you need. Flink helps UK businesses hire skilled remote employees in South Africa, with recruitment, contracts and payroll handled for you.
Or book a call and we will talk it through.