Be A Better Interviewer

Paint an accurate picture of what you’re looking for in an employee, and let the candidate convince you that he or she’s right for the job

Before the interview

Do your homework before talking to any prospective employee. Don’t approach an interview haphazardly, expecting that you’ll magically ask the all right questions to elicit the answers you’re looking for.

During the interview

Always paint a realistic picture of the organization and the position you’re discussing. Overselling your company can easily lead to disillusionment and even resentment.

Solicit feedback. Use the interview to let the candidate sell his or her qualifications. Stress what he or she can do for you, not the other way around. Good candidates want to know how they can contribute to your success, as well as their own.

Never hesitate to ask why the candidate left a previous position, or why he or she is considering leaving a job. The insights you gain from the answers can be valuable.

Ask the candidate some "difficult" hypothetical questions. For how would he or she handle a hypothetical project scenario? How would he or she deal with a difficult client?

Allow the candidate time to ask questions. The person should have prepared queries, if he or she has thought fully about the position and your firm, and is serious about the job.

Be a good listener. Let the candidate do virtually all of the talking. Ask your questions, then quietly sit back and listen to the answers. Carefully measure your words against his or hers. Does he or she answer the questions straightforwardly, or try to evade any issues? What does the candidate say? What does he or she leave unsaid. What do you learn about the person’s honesty, consistency, values, personality and work ethic?

Don’t put the candidate on defensive by asking for a list of "weaknesses and worst qualities." He or she might feel threatened, and even compelled to lie. Instead, let the person’s " areas for improvement" come out naturally during the conversation.

Read nonverbal signals. As you speak, maintain eye contact with the candidate. Is he or she listening as you talk? Does he or she seem impatient or bored? Watch for a positive attitude.

Don’t ignore personality. Although technical qualifications are a must, remember that the person must be able to work with you and other employees. Don’t hire someone just because she is the only one available.

Don’t waste time. This applies to both your time, and the candidates. Never waste interview minutes by asking questions that are answered on the person’s resume’. Your face-to-face should be used to gain insight, not facts you already have.

An interview isn’t the place to exchange "war stories." You’re not buddies with the candidate. So don’t treat this time as an opportunity to engage in idle chit-that, even if you’re enjoying talking to the candidate. He or she will respect you for your professional conduct.

Put a time limit on the interview and announce it at the beginning. If the interview is going poorly and the candidate is obviously not suited to the position, respect the interviewee’s time and yours by stating the match is unsuitable, and conclude early. If a candidate is exceptional, you can always suggest you spend a little extra - time now, or at a later meeting.

A DOZEN DO’S AND DON’TS

1. Do centralize hiring. The person responsible for hiring should receive all resumes, and enter them into a central resume data bank, which is classified by education, professional registration and experience.
2. If you’ve exhausted all opportunities to secure talent from within the firm via promotions and transfers, do consider advertising as an effective method for hiring.
3. Check with former employees, college professors, equipment vendors employment offices and local chapters of professional associations.
4. Don’t waste time interviewing inappropriate people, such as walk-ins, or anyone whose resume you’ve not yet seen.
5. Screen all candidates carefully for required skills. Wait until you see who has all the qualifications before you start interviewing. Once you identify candidates who appear to meet your qualifications, don’t dally. Bring them in for interviews. The longer you delay, the more likely that a good candidate will be snapped up by a rival firm.
6. Have a schedule for the interview. Know whom candidates will talk and for how long, and the day’s schedule of events (e.g., planned fire drills and staff meetings). The initial interview should be done by the person responsible for hiring.
7. Make the candidate feel comfortable. Don’t have more than two people interview him or her at once. The idea is to have the candidate do the talking.
8. Don’t extend an offer on the first visit. Always check references before offering.
9. Before offering the job, first ask yourself the following questions about the candidate, vis-à-vis the position:

- Is this the best person for the job, and will her or she meet our immedidate and future needs?

- How much potential does this person have to advance beyond the entering position? (He or she should have potential to progress at least two levels higher)

- How flexible is the candidates skills, should the market change?

- Is his or her experience directly related to the work he or she will be doing?

- Do we really need this person?

- Are our expectations realistic, or are we trying to hire someone who’s simply likeable, available or cheap?