Join our free monthly newsletter
|
|
How do you select the right person for your business? There is no perfect answer, but
the interview process can be a tremendous help if you use it effectively. In other words,
you must have completed all of the other steps in the hiring process in order to get the
most out of the interview process.
Interviewing candidates for a position within your company is one of the final steps in
the hiring process. Before you get to this step, you want to make sure that you've
completed all of the preceding steps since each of these steps will have a direct impact
on how effective the interview process will be. Below is a list of the steps involved in
the hiring process. Note that after you have completed the interviewing process, there are
still two additional key steps that you need to complete. In order to achieve the best
hiring results possible, just remember that all of the steps are important.
In order, the key steps to finding the right person to fill a position in your company
include:
- Determining your need to hire a new employee. Are you properly utilizing the
skills and talents of your current employees? Do you know what needs to be done? Can your
business growth support a new employee?
- Conducting a thorough job analysis. What are the job's essential functions and
key performance criteria?
- Writing a job description and job specification for the position based on the job
analysis.
- Determining the salary for the position, based on internal and external equity.
Is the salary comparable and proportional with the salaries and responsibilities of other
positions inside your company as well as similar positions out in the marketplace?
- Deciding where and how to find qualified applicants. What are the recruitment
techniques to be used? What is the time frame for conducting your search? Remember,
advertising is not the only, or necessarily the best, way to recruit.
- Collecting and reviewing a fair amount of applications and resumes and then selecting
the most qualified candidates for further consideration.
- Interviewing the most qualified candidates for the position, based on the job's
description and specification.
- Hiring the best person for the job.
Hopefully, after reviewing all of the resumes, you will be able to pick and choose a
select number of qualified applicants to be interviewed. (If not, you may want to expand
your time frame and re-write any ad copy and/or look at another recruitment technique)
Now that you know where the interview process fits into the hiring process, let's take
a look at the "do's" and "don'ts" of conducting a Successful
interview.
Conducting the Successful Interview - What to DO
1. Prepare in Advance for the Interview
- Know what you want in a candidate before you begin the interview. Review the job
specifications and requirements that have been prepared.
- Know the job and its responsibilities. Review the job description.
- Prepare a list of standard questions concerning the candidate's skills, abilities
and past work performance that you want him/her to answer.
- Prepare a list of prioritized and measurable criteria, either in the form of a
worksheet or other method, for analyzing and comparing the candidates.
- Review the candidate's resume prior to the interview.
- Set specific appointment times and reasonable time limits.
- Be prepared to justify the use of any required employment test. Typically, the
most legally defensible tests are those that involve a "piece of the job."
2. Collect Pertinent Information During the Interview
- Since past behavior predicts future behavior, look for the candidate's behavior
"patterns" as you collect information. For example, has the candidate
enjoyed "big picture" work or detailed analysis more? Is he/she more of a
generalist or more of a specialist? Oftentimes, by listening to how the candidate responds
to your questions about previous jobs, you will be able to get a very good idea of what
their behavior will be like in the future.
- Try not to offer too much detailed information up front so that the candidate will be able to
formulate answers that exactly fits your company's needs. Don't put the right words in
his/her mouth! Remember, the candidate (hopefully) wants the job and will be looking to
say the right thing to impress you.
- Ask questions that focus on the candidate's past performances. For example, if
the job, such as an office manager, demands an individual who is well-organized and
handles paperwork easily, you may want to ask, "How do you keep track of your own
schedules and desk work in your current position?"
- Ask specific, structured questions in regards to specific problems that the job
holder may face. Focus on past behavior and the results of the candidate's actions in
a particular situation. For example: "As the customer service representative, you may
encounter a few unhappy campers who will yell and scream at you over the telephone or in
person. Have you had any experience dealing with difficult customers? Who was the most
difficult customer you had to deal with? What was the situation? How did you resolve the
problem?"
- Notice how well the candidate listens and responds to the questions asked.
- Note the candidate's choice of words and non-verbal behavior. Are they answering
your questions clearly?
- Listen to the questions the candidate asks. Clarify the reasons why the questions
are being asked. Notice which questions he/she asks first as they may be his/her primary
concerns.
- Take detailed hand-written notes concerning job related topics that will help you
distinguish the candidates from one another (especially if you will be conducting
several interviews). Help yourself remember each candidate and each interview clearly.
- Record information pertaining to the set criteria that will help in the evaluation of
candidates.
- Organize and analyze the information immediately after the interview when memory is
fresh. Don't try to remember everything, it's impossible. One idea is to
"rate" each candidate on each of the criteria immediately following the
interview.
3. Look and Act Professionally During the Interview
- Avoid appearing bored and fatigued.
- Set a businesslike atmosphere.
- Structure the interview and inform the candidate of the structure. Let the
candidate know you will be focusing on past results and that you will be taking a lot of
notes.
- Provide information on the company and the job to each candidate.
4. Treat All Candidates Fairly
- Use your list of standard questions during each interview so that you treat the
applicants the same and so that you can compare apples to apples.
- Refer to the criteria for analyzing candidates. Ask questions in regards to the
job criteria.
- Keep all questions job-related.
- Do not ask discriminating questions.
- Show a genuine interest in every candidate you interview.
- If possible, have at least one other person meet and/or interview candidates who are
"finalists." They should also "rate" the candidates on each of the
criteria; ultimately, all interviewers should compare their "ratings" and
discuss any discrepancies. Having more than one interviewer helps control for personal
biases.
5. Be Courteous and Respectful
- Conduct the interview in a private place away from distractions.
- Begin the interview on schedule.
- If possible, conduct the interview without interruptions.
- Allow sufficient time for the interview.
- Appreciate the candidate's accomplishments.
- Do not patronize the candidate.
- Do not argue with the candidate.
- Thank the candidate for his/her time and interest.
6) Facilitate Open Communication
- Immediately attempt to establish a rapport with the candidate by breaking the
ice; for example, ask about their experiences in a particular industry or geographical
location (refer to his/her resume).
- Promote a relaxed environment with free-flowing conversation.
- Do not dominate the discussion by talking too much. Many experts use a 80/20 rule
- you talk 20% of the time and the candidate talks 80% of the time.
- Politely probe the candidate for information by asking open-ended questions that
will provide insight into the candidate's values and traits.
- Ask structured questions that will require some thought on the part of the candidate.
- Listen carefully to the candidate's answers. If they do not provide you with
specific results, probe until they do.
- Explain the selection process to the candidate. Offer realistic time frames and
stick to your word!
The Successful Interview - What NOT to DO
The following list is comprised of subject matter that is widely regarded as
"off-limits" for discussion in an interview by employment experts. Most of these
subjects relate directly to federal and state employment laws. Legislation covering equal
employment opportunity is extensive and complex. Check not only federal laws, but also
your own state's laws and guidelines. Remember, state laws vary! Consult an attorney for
legal advice (before you begin the search process for a new employee).
In an interview, or on an employment application, do not ask questions...
- ..concerning the age of the candidate. Be careful using the words "over
qualified" with older candidates.
- ..about their arrest record (this is different from convictions - in most states,
it is permissible to ask if the candidate has ever been convicted of a crime).
- ..about race or ethnicity
- ..concerning the candidate's citizenship of the U.S. prior to hiring (It is
permissible to ask "Will you be able to provide proof of eligibility to work in the
U.S. if hired?")
- ..concerning the candidate's ancestry, birthplace or native language (it is
permissible to ask about their ability to speak English or a foreign language if required
for the job).
- ..about religion or religious customs or holidays.
- ..concerning the candidate's height and weight if it does not affect their ability to
perform the job.
- ..concerning the names and addresses of relatives (only those relatives employed
by the organization are permitted).
- ..about whether or not the candidate owns or rents his/her home and who lives with
them. (asking for their address for future contact is acceptable).
- ..concerning the candidate's credit history or financial situation. In some
cases, credit history may be considered job-related, but proceed with extreme caution.
- ..concerning education or training that is not required to perform the job.
- ..concerning their sex or gender. Avoid any language or behavior that may be
found inappropriate by the candidate. It's his/her standard of conduct that must be met.
- ..concerning pregnancy or medical history. Attendance records at a previous
employer may be discussed in most situations as long as you don't refer to illness or
disability.
- ..concerning the candidate's family or marital status or child-care arrangements (it
is permissible to if the candidate will be able to work the required hours for the job).
- ..concerning the candidate's membership in a non-professional organization or club
that is not related to the job.
- ..concerning physical or mental disabilities (asking whether the candidate can
perform the essential job duties is permitted.) The ADA allows you to ask the applicant to
describe or demonstrate how they would perform an essential function (s) when certain
specific conditions are met . Check the law or consult with an attorney before moving
forward.
Remember--When in doubt, ask yourself if the question is job-related; if not, don't
ask!
Seen on the SBA's [Online Women's Business Center]
Reprinted with permission
For more information:
![[Click here to e-mail Terri Robinson]](set101email.gif)
terri-robinson@recruit2hire.com
Terri Robinson, President
Phone: (602) 233-8410 Fax: (253) 322-1387
"Your business depends on your people; Our business is helping you to find the best"
This site designed and maintained
by Robinson & Associates.
Copyright ©1999-2003 by
Robinson & Associates. All Rights Reserved.
|
|
