If you conduct an online search you find no formal job description for the role of a member of European Parliament. Absent a succinct role description, how can the electorate decide which candidates are best equipped to represent us in Europe?

Have you asked yourself what the role of an MEP consists of? What are their responsibilities? What skills and qualities are needed to be effective? How are we, as voters, meant to measure a parliamentarian’s effectiveness as our representative? How should we hold our MEPs accountable?

In most reputable organisations, job seekers undergo an interview process to determine their suitability for a role. Politicians do not.

They rely instead on publicity campaigns and marketing to win our votes. Seemingly more akin to the product marketing of soap powder than a job application but, unlike a soap powder, if the colours run or the whites turn grey, we can’t just go buy another brand. We are stuck paying for the incumbent for five years.

So, shouldn’t candidates undergo a formal interview process to determine their suitability and commitment to public service or are we supporting those whose main interests may be the money they can make and serving their own needs?

Let’s face it, the compensation package of an MEP is an attractive one. Along with that, they get preferential tax rates and a gold-plated pension. And these are people who criticise compensation levels in the corporate world. It takes ability, hard work, determination and commitment to go through the ranks in the corporate world, one with checks and balances along the way.

What processes exist for identifying and appointing the best MEP candidates?

What processes exist for identifying and appointing the best MEP candidates, accountable to the people, in service for the people?

Here are some figures to highlight what a candidate has to gain: nearly €8,000 per month with a mild EU tax rate of circa 22 per cent. This preferential tax rate is ironic considering these are the same MEPs that deem tax avoidance measures by the likes of Apple, Google and Starbucks to be ‘immoral’.

They get nearly €20,000 per month for staff and €4,300 per month in a general allowance to cover secretarial costs. They have a €304 daily allowance, tax free, for each day they sign in the Parliament buildings in Brussels or Strasbourg, and first-class rail travel/business class flights; non-contributory pension, among others.

As for the competencies, the core focus of the European Parliament and, hence, an MEP, centres around debating and passing European laws, scrutinising other EU institutions, particularly the European Commission, and debating and adopting the EU’s budget, with the Council.

To be successful, on these points alone, candidates need an understanding and experience reading and understanding legal contracts and have ideally played a key role in legal negotiations.

They must also possess sound financial acumen with the ability to understand complex budgets and their implications. The individual must be incorruptible, with a proven track record in navigating difficult ethical situations. And, given many of the high-level dealings with MEPs from other countries and cultures, the candidates need to have some international experience and intercultural awareness.

Do you know what the present candidates have done over the course of their career that puts them in good stead for the role they are vying for? Or are we going to allow our future to be determined by amateurs dabbling at international affairs?

The stakes are high given the next five years will see a series of laws debated and decided that will define the nature of Malta as a nation and our lives as Maltese. Not least are the prospects of a fiscal union, tying Malta’s tax regime with that of the rest of Europe, and ceding more powers to Brussels. Are we to become a mere ‘region’ within a Federal Europe?

Before anyone takes on a leadership role, they should ask themselves: why do I want to lead? What’s the purpose of my leadership?

These questions are simple to ask but finding the real answers takes time and introspection. If the honest answers are power, prestige and money, leaders are at risk of relying on external gratification for fulfilment.

There is nothing wrong with desiring these outward symbols as long as they are combined with a deeper desire to serve something greater than oneself.

We see no evidence of the current system posing such questions, which begs the question: have our candidates asked themselves these questions? Have we asked them these questions?

Deborah Webster specialises in talent, leadership and personal governance.