20 essentials for interviewing prospective employees

Are you recruiting the best person for the role?

Here are some key points for what you need to remember, besides simply short-listing a few good CVs! You want to be sure of recruiting the best person for the role. 

1. Construct a job description and list of competencies. Be clear on the role, the offering, the responsibilities, then write the job description. Get it right after lots of feedback. What’s needed on the job? What will you advertise? Where and when? Then advertise the job. Make a point of letting candidates know that you’ve received the application, plus any caveats.

2. Review applications. Set aside time to read these properly. Don’t be lazy. Know what you are looking for. The grooviest, most up-to-the-minute-sounding application may not always be the right person for the job. But you need to ensure minimum requirements. Classify them immediately into NO, POSSIBLE, LIKE and avoid double handling.

3. Consider preliminary phone screening interviews. This provides a way to check communication skills, interest in the job, availability for the interview, etc. Choose final interviewees, at least two, up to four.

4. Decide on selection panel and backups, if a person phones in sick on the day. Are these the right people? Will they be doing first and second round? Or different people at each stage?

5. Prepare selection panel. Determine how the expected competencies will be weighted and ranked so that when two or more interviewers compare their ratings, there is some consistency. Prepare and disseminate to the panel all relevant documents (selection criteria, candidates’ CVs, research questions, plus a one page document summarising current laws pertaining workplace contracts, leave and termination requirements, anti-discrimination, compliance, etc). Run through these with your panel in advance to be sure that you are all “on the same page” in terms of your approach and understandings.

6. Pre-determine line of questioning. Determine in advance which areas will be covered, who “chairs” the interview sessions, and who of your group will ask which questions. A good interviewer, above all, will “pick up” on threads or themes in the candidate’s answers and follow up pertinently.

7. Logistics – select suitable times and venue. Confirm with your interviewees and selection panel. Advise of parking or other accessibility issues, and what if anything, to bring. Schedule so each person gets at least 30-45 minutes, plus 15 minutes to discuss. Give your panel a break between interviews (if conducting a number in succession).

8. Make interviewees feel at ease. No matter how well qualified (or otherwise!), these people are bound to be a little nervous. At the outset, introduce the selection panel to the candidates; ensure everyone introduces themselves clearly and politely. Offer tea/coffee/glass of water before you begin. Be friendly and open, but don’t waste too much time on small talk (just enough to ease the candidate into a sense of where they are and who they are dealing with). Don’t ramble or talk excessively about the company or role. You will be wasting time and opportunities to assess what they know, or to see hear what they ask.

9. Explain the interview’s purpose, broad structure and expected duration (allow time for the interviewee’s own questions), and gain everyone’s agreement to proceed. 

10. If you are recording the interview, let it be known – if taking notes, explain that this will be occurring.

11. Suspend first impressions. Malcolm Gladwell in Blink says we can often be subconsciously right in those first few seconds of observing another person. Even if we are, park your impressions to one side for the moment, and seek more evidence, as first appearances or a person’s superficial manner can deceive.

12. Avoid inappropriate questions. These include leading, multifaceted, rambling, self-answered lines of inquiry, not to mention displays of bias. While the selection panel appears to hold all the aces in terms of power balance, its own deficiencies can speedily be revealed to a candidate.

13. Establish facts. Seek specifics and explore inconsistencies in the candidate’s responses (if any). Above all, listen with warm interest and allow interviewees to talk (if you must interrupt, do it nicely). Give them time to think.

14. Behavioural questions. Use situational and behavioural questions. They are great ways to find out about how people work and handle difficult situations, and to predict the future. Probe negative and positive areas of responses to explore actions and values.

15. Control the interview. Aim to cover all questions, but be mindful of time.  Ensure that both the candidate has said what they’d like to say and that there are no more issues to be explored. By all means, summarise and “play back” a candidate’s responses to be sure that everyone is clear on what was meant.

16. Manage sidetracks. These may crop up, but listen actively and don’t be overly dogmatic about interview procedure – occasionally “sidetracks” can reveal more about a candidate, especially those who are a little too slick for their own good.

17. Offer feedback where you can before wrapping up.

18. Next steps. Explain what happens following the interview’s conclusion (keep your promises), and thank the candidate for their time. Explain about a second interview for finalists, and ideally one or more work tests — skill assessment, sample task, presentation or even a service role play challenge.

19. Discuss candidates with panel. Do this while impressions are fresh; compare notes and competency weightings. Short list and plan for who, where and why you will do a second interview. Some companies do 3-5 interviews, and even have prospects meet their team, who then contribute feedback.

20. Vet your candidates afterwards. This cannot be underestimated. If a panel chooses the plausible-talking candidate, without talking to referees, they may turn out to be a disaster. Exercise caution when screening that exciting sounding prospect, some employers are very eager to get rid of a person and therefore speak in “glowing” terms regarding the candidate’s credentials and experience. If necessary, broaden your line of inquiry.

One of the best ways to improve is to evaluate over time how your selection process and best candidate worked out. Share with others in the business mistakes you have made interviewing in the past.

Eve Ash is a psychologist, author, filmmaker, public speaker and entrepreneur. She runs Seven Dimensions, a company specialising in training resources for the workplace.

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