The Job Interview

A tool for Employee Selectionby

John Parkin

Bias on the part of the interviewer. The interviewer may judge an

applicant by anything from manner of speech, style of dress, general

appearance to age, race, or nationality.

Lack of an agenda for the interview. The interviewer drifts from topic to

topic without any clear objective or focus to the conversation.

Not asking questions related to the requirements of the position. This

can occur because the interviewer does not know a lot about the job, or gets

sidetracked into irrelevant areas.

Not allowing enough time to ask all the necessary questions.

Not getting enough information to make a good decision or having adequate

time to get to know the applicant and put her or him at ease.

The Job Interview has many flaws

Having people present at the interview who are

not necessary. A job interview is a business meeting;

therefore, it is an expense. People should be there on

company time to ask questions and assist in the decision

making process after evaluating the candidate.

Impression management. This involves people

reading books and studying articles to learn how to

answer common interview questions appropriately and

generate a positive image as a candidate.

Asking illegal questions. Even professional

interviewers sometimes err and ask questions which

invade the interviewee’s privacy or violate their rights by

revealing religious, lifestyle, political, or other protected

information which is not relevant to the interviewee’s

ability to do the job.

Other Flaws Include….

Talking too much about irrelevant topics like personal feelings, or their life

story.

Gossiping or telling stories about the company

Not asking tough questions (many managers are afraid to do this).

Invading the applicant’s personal privacy

Placing too much stress on the candidate in the interview

Allowing first impressions, whether positive or negative, to dominate the

interview.

Gravitating to the centre and avoiding extremes in assessing a job applicant

Asking questions which are illegal because they violate privacy or are

discriminatory

Failing to take notes either during or immediately after the interview

Manager Errors

Biggest mistake is to use only the interview.

Interviews never “cut-and-dried”.

Interview is most effective with other selection tools

Many Factors to Consider

Resumes and cover letters determine who has the minimum requirements

for the job

Application forms help to eliminate unqualified applicants and determine

who gets a pre-screening interview. It is also useful to compare the

application and resume looking for inconsistencies.

Pre-Screening interviews determine who gets an in-depth interview

Employee testing helps determine an applicant’s innate abilities and who

gets an in-depth interview.

In-depth interviews: Structured interviews help determine the applicant’s

impact on others, motivation, interpersonal skills, emotional stability, and

grasp of the position and what it entails.

Reference checking involving careful, in-depth checking of references from

a variety of sources helps to confirm the findings of all the previous

methods for all the previous areas of concern.

Interview as Part of a Process

Introduction: Introduce the company,

discuss with the employee, and put

interviewee at ease.

Questions: Stay with the format and

only ask job-relevant questions. Listen

carefully to the answers and observe

how the candidate responds. Ask all

questions in the same way in each

interview.

Answers: Respond to the applicant’s

questions (note the questions asked).

Wrap-Up: Finish the interview on a

positive note.

Notes: The interviewer should take

careful notes immediately after the

interview.

A Structured Interview should consist of the following…

Prepare. Surprisingly, many hiring managers neglect to review a candidate’s

paperwork prior to the interview. Reviewing a resume in front of the applicant is not

only rude, but smacks of disorganization and poor preparation.

Set the Tone. Let the candidate know that you are glad to meet them. Also express

appreciation to them for taking the time to come and interview with the company.

Explain how the interview will proceed and then follow the format as closely as possible.

Always remember that you represent the company to the candidate.

Prepare a Script. Don’t underestimate the value of preparing several questions

before hand. Ask open-ended questions as well as those that elicit a more detailed

response. Make it a point to ask a good mix of questions

Know what you want. Make a list of what you are looking for and ask pointed and, if

necessary, tough questions to find out if the candidate will meet these qualifications.

An Effective Interview should have the following stages…

Manage Your Time. Take as long as needed (about an hour or so) to

conduct an interview using all the steps and asking all necessary

questions; however, be prepared to cut the meeting short if the applicant

is obviously not a good match for the job.

Write It Down. Be sure to take comprehensive, thorough notes either

during or immediately after the interview. This is especially important

if several candidates are interviewing for the same position.

Be Honest with Yourself. If the candidate seems to be too good to be

true, or seems to lack necessary skills, be candid about this, don’t be

afraid to face it. Sometimes it may be necessary to ask more pointed

questions.

Know about the job. Know and understand the job for which you are

interviewing the applicant. At least one of the interviewers should know

the job either as a supervisor, manager, or lead employee.

Continued…

Be prepared to answer the applicant’s questions

Always allow time for this

Applicant is looking for the same things as the company

Interviewing is a Two Way Street