How To Conduct A Successful Interview
It is easy to forget that the recruitMent interview is a selling event: Obviously the interviewee is doing everything he or she can to impress the interviewer (s) and provide sufficient evidence of their suitability for the vacancy, ahead of the other candidates.
How To Conduct A Successful Interview
How To Conduct A Successful Interview
How To Conduct A Successful Interview
How To Conduct A Successful Interview
However, it is also important to remember that we need to sell our company in order to attract the very best staff and during that first interview, candidates will begin forming their opinions of our professionalism and our suitability as potential employers.
Here then are some tips, which will hopefully assist you in improving your interviewing techniques.
Arrange to reduce or eliminate interruptions
Choose a quiet and secure room to conduct the interview and if possible arrange for yourtelephone calls to be taken elsewhere. An engaged notice on the door may be desirable.
Arrange the seating so that neither interviewer or candidate is at a disadvanTAGe. If possible do not sit opposite the candidate, as this can be perceived as confrontational. Consider your body language and remember this is an exploratory meeting and you need to appear receptive at all times.
Reception
It is important that you advise the reception that you are interviewing and provide them with a list of candidates and interview times. If possible have two separate rooms for use as waiting rooms, in case you are running late. This will avoid the possible embarrassMent of two candidates having to wait together. Your secretary or an assistant should greet the candidates as soon asthey arrive. Offer them tea or coffee and let them know exactly how long they can expect to wait. Remember first impressions are important and you are selling the company not just buying a new recruit
Examine your prejudices
If the candidate is to work directly under you and in very close association with you, prejudice may be important. The fact that you like Fishing, hate suede shoes, don't subscribe to socialism or can't stand long hAir, may make you judge unfAirly someone who has a different view.
It is a mistake to try to find someone exactly like you-you will not succeed.
Remember there is no scientific evidence to support the following theories:
or A quick temper goes with red hAir
or A high forehead signifies highintelligence
or A firm handshake and a square jaw denote a firm character
or Good eye contact is a sign of honesty
or AgreeMent with everything you say means that he/she is a remarkable person
Creating an ideal candidate profile checklist
or What are you looking for?
or Use a weighting system for greater accuracy
The interview
The aims
or To get the facts straight-get the candidate to fill in the details of his/her career so far. This does not mean merely repeating what the application form already says e.g. instead of saying "you were the secretary of your local cricket clubs weren't you?" Ask "what was the most difficult part of your work as a secretary to the local cricket club?"
or To obtain the candidatesopinions-on as many matters as possible. Are they well founded? If the interviewer talks most of the time or constantly Airs his/her views they are unlikely to obtain the candidates real opinion. Friendly neutrality is the aim.
or To judge how quickly the candidate is to respond-is his/her mind alert.
or To see what sort of immediate impression the candidate makes upon you-does this change as he/she becomes more at ease?
or To find out the likes or dislikes candidates-what does he/she most enjoy doing? Etc. Etc.
or To establish a trend in the candidate's achieveMents, their thinking and their reactions-no one factor is necessarily significant. Several taken together can be.
or To attract the candidate to the Job for which he/she is a candidate-this isnot mentioned last because it is not important quite the reverse, it is extremely important. This aspect, however, is somewhat separated for the purpose of these notes. Without doubt, incompetent interviewing repels and good interviewing may even attract candidates.
Opening the interview
The aim is to put the candidate at ease so that he/she is willing to ' open up '. A good way is to start by introducing yourself, your position and your function. Many candidates, especially if it is their first position may not quite know what to expect and so it may make sense for you to tell them what ground you intend to cover.
There are three approaches that experienced interviewers sometimes use:
or The ' common ' approach
or The ' off balance ' approach
or tomixture of both
During the interview
If you have a number of candidates to interview it is very important to follow a plan; if you do, you will find it easier to compare one with another candidate. Your manner should be friendly but businesslike. Encourage the candidate to talk about their strengths but do not be afraid to draw him/her out on their weaker points. Remember you are not only comparing them with the ideal candidate described in the main specification, but also with the other candidates.
In asking them about their Job record you are looking for pointers from their past behaviour and performance. Just as in appraisal interviewing, comment should be about what the candidate has achieved. Allow them to tell you what sort of person he/sheis.
Interviewees sometimes receive the advice that interviewers have a set speech which they must be allowed to get off their chest. Of course you must impart information about the company and the Job-but work it in naturally.
After the ice is broken
Don't be afraid of taking notes, you cannot remember all the details-especially if you have to interview a number of candidates. Make notes either on your application form or on the record sheet.
Make sure you follow the plan you have made as closely as possible, but like all plans it should be flexible enough to allow you to depart from it to follow any useful leads.
Some useful tips:
or Stop talking yourself
or Lead into groups of subjects you want to discuss
or Avoid asking anyquestions to which the candidate can answer ' yes ' or ' no ' i.e. closed questions.
or Question with a purpose-do not out
or Get to the truth by indirect questions
or Follow up the candidates opinions thoroughly
or Avoid any tendency to trick the candidate-remember the cards you are holding
and don't forget to outline the position and terms and conditions thoroughly
Closing the interview
After you have followed your plan through and asked and answered all questions bring the interview to a close in a business like manner. Be quite clear in your mind what you are going to do
I.e..
o Tell him/her that you cannot offer them the job
or Tell them you will write to them-but be specific, tell them when exactly
or Tellthem you would like them to attend a second interview
Don't allow a candidate to go away believing they still have a chance when they have none.
Sizing up the candidates
Consider the evidence from the past only as pointers towards the possession of, or lack of, the key qualities you are seeking
or Add your own impressions
Make up your mind
Preliminary screening
The short first interview
When a large number of candidates have to be seen in a short period, as in the preliminary screening, it is clearly impossible to follow the standard procedures, however, the main principles remain the same
Skills of interviewing-a final checklist
Weaknesses of interviewers are legion-here are some of the more glaringfaults to guard against:
or Lack of preparation or system
or Jumping to conclusions from insufficient evidence
or Not listening to what the candidate is saying
or Talking too much
or Arguing with the candidate
or Harassing the candidate with questions
or Asking leading questions ("I suppose you have had experience of budgets have you?")
or Asking questions which can be answered only with yes or no-i.e. closed questions
or Giving way to bias or prejudices
or Getting side tracked with matters which have no relevance
The skilled interviewer on the other hand, will use the following techniques:
or Direct questions-beginning with the who, what, where, when, why etc.
or Mirroring-feeding back the last word or phrase usedby the interviewee
Short or long-answers-questions aimed at opening up each general area
Always try to:
or Relax and be natural
or Think about the interviewee not yourself
or Be sensitive
or Be flexible
or Listen
Remember -
"The best any interviewer can hope to achieve is bit by bit, to reduce the number of times they are wrong" (Anon)
Copyright © 2006 Jonathan Farrington. All rights reserved
How To Conduct A Successful Interview