Tips for Interviewers
There is a great deal of information available for job seekers on how to prepare for a job interview. At Boss & Associates, we feel it is important for hiring managers to have the tools they need to conduct an interview that will result in hiring the best person for the job.
Here are some strategies that can help the novice as well as a seasoned pro improve upon their interviewing skills.
Timing
- Interviewing a number of people can interrupt the smooth workflow for just about anyone. One effective time management tool can be to block out a few times during your busy week to conduct initial face-to-face interviews. It may be beneficial to dedicate a half or entire day to do multiple interviews, allowing you to make immediate comparisons of the available candidates, and minimize the risk of losing the best candidates to other jobs, should the process take longer than anticipated.
Objectives
There are three basic objectives to every interview. Your job is to accomplish all three within a limited amount of time. The three objectives are:
- Evaluate the qualifications of the candidate and match to the position.
- Determine whether the candidate's working style, values and personality fit within those of the company.
- Sell the candidate on the opportunity within the company.
To Begin
Start the interview by asking the candidate what they might know about your organization. This will indicate whether they have done any research or taken the initiative to prepare for the interview. Then proceed to provide a brief overview of the company, its history, its goals and the corporate culture. Describe the position/opportunity and the major areas of responsibility. Explain that you may be taking notes during the interview to ensure that you will remember the things discussed. Explain that they are free to ask questions, and that you hope that this opportunity will provide a chance for both you and the candidate to learn more about each other, allowing you to identify whether the position is a good fit.
Qualifications and Experience
During the interview, focus on the candidate's past experiences. Find out the types of situations they have been involved in, find out what actions they took in those situations, and what the results of those actions were. Past behaviors are often a good indication of future behavior. Identify the essential elements or requirements of the position you are trying to fill, and tailor your questions around those attributes or experiences. It is important for you to find out not only what the person can do, but what they want to do. Ask them what motivates them, and insure that what they outline will be satisfied by the opportunity.
Sample question:
- Describe a career accomplishments are you the most proud of. What did you do to achieve that?
- Tell me about a time when your …i.e., persistence paid off for you.
Working Style, Corporate Culture and Values
Often times, it is working styles, corporate culture or company values that either enhance or diminish the employment relationship and can have greater importance in filling a role successfully, rather than the experiences your candidate outlined on their résumé.
- Under what type of supervision do you work most effectively? (minimal, close?)
- What frustrations did you encounter at your last position? What did you do to change the situation?
- What is most important to you regarding your career?
Selling the Opportunity
Once you've determined you're interested in the candidate, it is now your turn to sell the candidate on the company and the specific role in question. Highlight the positive aspects of your opportunity and your company, based on what you've learned is important to the candidate. Talk about growth, financial strength and other pertinent information.
Let the candidate know why there is an opening. If it is a newly created position, it shows positive company growth. If the previous incumbent was promoted, it illustrates advancement opportunities from this position.
You can also discuss other positive aspects of employment at this time (upward mobility, employee stock purchase plan). Avoid salary discussions at this stage. If an applicant asks, it shows that money is a chief motivator in accepting any position (which may benefit you now, but what about when they get a better offer next week?) The best way to respond to their inquiry is to turn it around and ask what their requirements are. Another way to respond is to let them know you're aware of the current industry salaries and your company is competitive within that market.
Concluding the Interview
Thank the candidate for their time. Let them know it was a pleasure learning about their experiences. If you have an interest in taking the next step, highlight what the next step is, including timeframes. If there is no interest in pursuing the candidate further, it may be best to explain that you are still conducting initial interviews, and after you've had a chance to speak to all candidates, you will be making a decision and contacting everyone regarding their status. Regardless of your interest, it is always prudent to end the conversation on a positive note.
Final Thoughts
Once the interview is concluded, review your notes and summarize your comments, both positive and negative, while still fresh. Don't rely on your memory when finalizing the hiring decision.
Remember the timeframe you outlined to the candidate and stick to it. Finding a strong candidate is difficult; and it is extremely competitive out there, so make every effort to accelerate the hiring process when you have found someone who fits your needs.
Take Note
- Did the candidate ask for the job? Don't assume they want the position - it can be frustrating to decide on someone who was only using you for interview practice, or to elicit a better offer from their current employer.
- Did the candidate send a follow-up note or letter, or express continued interest? Another way to determine the interest level of your top candidate is to note whether or not they made the effort of contacting you after the interview.
- Check references - be sure they know you will be checking references, and suggest the candidate contact his/her references to let them know you will be calling for information.
Recommended Reading
101 Hiring Mistakes Employers Make...and How to Avoid Them, by Richard Fein
Hiring the Best: A Manager's Guide to Effective Interviewing, by Martin Yate
Smart Hiring: The Complete Guide to Finding and Hiring the Best Employees, by Robert W. Wendover
Links to Helpful Sites
Workforce Online - general HRM information
www.hrhq.com/
American Compensation Association - compensation and benefits management organization
www.acaonline.org
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