Wanted: Light-footed dance partner who can lead as well as follow a cue. This person should possess an inquisitive nature and the ability to stay one step ahead in a conversation. Ideal candidate will have detailed knowledge of Equal Employment Opportunity Commission-recommended practices for interviewing and hiring. Ability to work well with people and use intuitive skills is a plus.
Although you probably won’t ever see it worded quite this way, this is a good description of a skilled interviewer.
For companies that want to cultivate a productive, creative and bottom-line-oriented corporate culture, the initial interview of a job candidate is that all-important step in determining who is right for the job.
An interviewer’s job is to understand that there is more to the process than just asking the right questions. Herein lies the dance. A successful interview will help tell an employer if the candidate can do the job well, fit in well with other employees and contribute to the company’s bottom line. That’s no small feat, and there’s a right way and a wrong way to find out what you need to know to make the best hiring decision.
In many small and medium-sized businesses, screening candidates and conducting skillful interviews may fall to someone who’s already juggling multiple responsibilities. That person may be hard-pressed to be able to devote the time necessary to getting the job done right. An option is to use the services of a Professional Employer Organization (PEO). A full-service PEO such as Administaff can advise clients in all facets of hiring, including the interviewing process. In addition, a PEO provides instant HR infrastructure, allowing a company’s management team to focus on growing the core business.
Getting started
Before a candidate ever steps foot in the door, thoroughly review his or her resume and any prescreening documentation. Prepare questions that will verify, clarify, and draw out more detail about information provided in the resume.
At the beginning of the interview, take a few minutes to establish rapport with the candidate to help reduce the tension, and then move on to what’s important. Outlining the agenda for the interview is one way to break the ice and keep the discussion focused and on track. In addition, treat the applicant with respect. Doing so establishes your company’s reputation with qualified candidates.
It’s also important to take some time to promote your organization to the job applicant. Think of yourself sitting in the other chair. Wouldn’t you want to know the challenges and rewards of a new job? Isn’t it important for a candidate to be aware of options for advancement? The discussion can be general, with more details left for later.
The nuts and bolts of the interview are where sleuthing skills come into play. The interviewer’s goal is simple: to get the facts to determine whether the candidate is the best person for the job.
Consider these best practices for the interview process:
- Control the situation. The person asking questions and listening is the one who controls the interview. If the interviewer takes a semi-structured approach to the interview, the right questions get asked, and there’s time built in for follow-up questions as needed. A detailed inquiry that follows a general question can bring out critical information about the applicant. Don’t stop digging until you fully understand what you are being told.
- Take notes. Put candidates at ease by telling them you will be taking notes before you begin writing.
- Don't rely on first impressions. Some interviewers make up their minds about an applicant within the first 10 minutes, but by doing so they may miss the real person. Subjective reactions are almost inevitable. To clear up any doubts, be sure to call the applicant’s references. They can provide further insight into the person.
- Spend most of the time listening. Get the candidate to do 80 percent of the talking.
- Have a purpose for every question. Otherwise, both parties are wasting time. And if the interviewee is a hot commodity, he or she may think less of you and your organization if your questions lack meaning.
- Allow time for the applicant to ask questions, and pay attention to what is asked. Answer those questions honestly and invite the candidate to ask for clarification. Follow up by asking why he or she may be interested in a particular work issue. Those answers may provide more insight into a candidate’s character and work ethic than asking straight out, “Why are you best qualified for the job?”
- Be systematic. If you’re interviewing several candidates, be sure to query each on the same general set of issues: their backgrounds, what they would bring to the position, their long-term career objectives. Their responses provide a base from which to compare the candidates.
- Ask open-ended questions. Questions that can be answered with a “yes” or “no” won’t generate productive conversation or provide the information needed to make an informed decision about a candidate.
- Avoid asking the wrong questions. These are questions that can lead to a discrimination lawsuit against an employer. Typically, no one sets out to ask discriminatory questions, but a mistake can result in a legal nightmare.
The goal: A rewarding relationship
One popular job interviewing technique involves a behavioral-based method of gathering information.
In this scenario, the interviewer asks a candidate to talk about specific work achievements. The emphasis is on behavior, not general statements. By having the candidate cite specific examples of past performance, interviewers can anticipate the candidate’s future behavior on the job. Instead of asking, “Are you a good leader?” ask for specific achievements and accomplishments. Ask the applicant to describe a work situation in which he or she exhibited leadership qualities.
Hiring someone without performing thorough background and reference checks and asking difficult questions is just bad business. The result may be an employee who leaves or is terminated after a few months on the job, wasting an enormous amount of time and money in training and wages.
Yet a successful interview will ultimately lead to a rewarding relationship – one that is satisfying and motivating for the employee and profitable for the employer.
Article provided by Administaff (NYSE: ASF), the nation’s leading Professional Employer Organization (PEO). For more information, call 1-800-465-3800 or visit www.administaff.com. © Administaff.