TABLE OF CONTENTS Introduction Preparing for Interviews Recommended Steps Interviews Do’s and Don’ts Interview Pitfalls Interview Questions Selecting interview Questions
INTRODUCTION The Employment Interview is an exchange of information betweenthe candidate and the selecting official to sell each others opportunityfor the position and the organization. The importance of selecting the “BEST” for a position cannot be overemphasized, and multiple factors have to be evaluated for qualifiedcandidates. Consideration should be given to work experience, education andtraining, performance appraisal, and awards.
PREPARING FOR INTERVIEWIt is important for a good interviewer to be prepared: Arrange for an appropriate interview site, which is comfortable, welllit, and private. Select/develop interview questions that are related to the positionand “job related” factors. Allocate sufficient time for each interview.
RECOMMENDED STEPSIn conducting your interviews, it is recommended that you followthese five sequential steps: Introduction and Welcome Obtain Relevant Information Discuss the Position Respond to the Applicant’s Questions End the Interview – Express appreciation to the applicant for his/hertime, and inform the applicant of: When the selection will be made; and How the applicant will be notified of the decision.
INTERVIEW DO’SDo !! Ask questions relating to applicants based on, Qualification, Experience, Education, Job-relatedactivities, Career goals and objectives. Plans for further self-development, Availability forTravel, Overtime, specific work schedules.
INTERVIEW DON’TSDON’T!!! Ask illegal questions relating to applicants based on, Age Race Religion Political Affiliation Marital Status Childrens
INTERVIEW PITFALLS The interview can be a helpful tool in the selection process, itslimitations should be recognized. In the “artificial” interview setting, itis difficult to discern such important performance traits as reliability,problem solving capability, learning potential, work performanceaptitude, work habits, judgment, and motivation. The interview can serve to clarify and elicit further job-relatedinformation, it should be used as only one part of a comprehensiveevaluation process. An interview can inadvertently be the source of numerous illegalviolations.
INTERVIEW PITFALLS CONT’ A casual, unplanned, unsystematic interview canlead to common interviewing errors, Failure to establish rapport with the candidate. Failure to have a strategy. Briefness of interview. Overemphasis on initial impression. Unconscious biases of preferences. Excessive talking, Reliance on intuition.
ASK QUESTION FOR BETTER INTERVIEWThe Questions must be based on, All-Purpose interview questions. Interview questions for supervisory positions Interview questions for technical positions Interview questions for clerical, secretarial, and assistant position.
SELECTING INTERVIEW QUESTIONS Not all questions will be applicable to every situation. Choose questions that fit the position. When interviewing multiple candidates for a position, it is important touse the same criteria for evaluating each candidate so as to avoidlegal problems (The key is to be consistent and fair). After you have selected the questions that are appropriate to use,give some thought to the answers that make sense given yourorganization, culture and the priorities of the position. The applicant’s reasoning abilities and the thought process that leadsto the answer may be as important as the answer itself.
HOW TO HIRE THE BEST CANDIDATE After interviews are completed, interviewerstogether select the best candidate. Consider aconsistent method to select the best candidate fromamong the interviewers. Plan the employee recruiting strategy before recruiting. Mention the name of a candidate, and allow 15 minutes total forall interviewers to share their impressions of that candidate.
CONT. Share results of any comments from references and/orbackground checks. Review Credentials and Applications Carefully. Repeat the process for each candidate. After all candidates have been discussed, this time havinginterviewers vote for the best candidate from the list. If there does not seem to be suitable candidate,then Reconfigure the job so that the nature of the required skills andtraining are somewhat similar and so that the overall nature ofthe job becomes more common. Hire the candidate who most closely matched the requirementsof the job and then plan for dedicated training to bring thatperson’s skills up to needed levels.
CONT. Re-advertise the position. Get advice from a human resources professional. Hire a consultant for the position on a short-term basis, but onlyas a last resort as this may be quite expensive.
HOW TO HIRE THE NEW EMPLOYEE Provide a written job offer to the most qualified candidate. If everyone declines the job offer, then consider, Ask the best candidates why they declined the offer. Reconvene the interviewers and consider what you heard fromthe candidates. Recognize what went wrong and correct theproblem. Re-advertise the position. Start a personnel file for the new employee, the personnel file whichcontain all of the job-related information and material. Do not forget to send letters to the candidates who did not get thejob.