Chapter 9Interviewing and Employee Selection
Who Should Interview?
The primary interviewer of any applicant, and the person who makes the hiring recommendation, should be the individual who will directly supervise the person who is hired.
Preparing for the Interview
Review the position description
Study application or résumé
Draft a list of questions
List the positive features of the job,
Preparing for the Interview (more)
Familiarize yourself with the salary and benefits for the position
Visualize the tour of your facilities that you will give the applicant
Schedule a time and place that ensure privacy and freedom from interruptions.
Conducting the Interview
Be on time
Put the applicant at ease
Review applicant’s chronology
Review work history
“Market” the job and department
Kinds of Questions to Ask
Ask open-ended questions that require an applicant to answer in two or three sentences (closed-ended questions, answerable in a word or two, give you little information).
Kinds of Questions to Ask
Use a number of probing questions that address the five “W”s: why, what, who, when, and where, plus how.
Questions to Avoid
Ask no questions that require an applicant to reveal age, date of birth, race, religion, or national origin
Ask nothing about disability
Do not ask for a recommendation
Do not ask about “next of kin”
Do not ask nature of military discharge
Questions to Avoid (more)
Do not ask marital status
Do not ask about home or car ownership
Ask nothing about credit or financial status
Do not directly ask applicant’s height or weight
Do not ask about arrest record
Do not ask if person collects Social Security
Everything Asked —
— should relate to what the individual knows, have done, can do, and would like to do; you are seeking the producer, not the private individual.
Recommended Kinds of Questions
Ask questions to determine professional or technical competency. These should be related to duties and responsibilities
Ask Questions Intended to Evaluate:
Followership skill and attitude
Resistance to stress
Customer service orientation
In Addressing Sensitive Issues:
Avoid strong terms such as “weakness” and “deficiency.” Substitute phrases such as “area of concern,” “need for more experience,” and “need to enhance full potential, etc.”
Clues to Untruthfulness
Resume’s that are “too good to be true”
Imprecise wording that may be intended to mislead
Unexplained gaps in personal chronology
Contradictions and overlaps within education and work history
Questions from Candidates
You can learn much from the applicant who asks intelligent questions about the job; as you can also learn much from the applicant who asks only selfish questions, such as those that deal with salary, benefits, vacation, etc.
In Evaluating Candidates:
Weigh negatives more heavily than positives.
Evaluate flexibility and ability to adjust to change.
Watch for strong feelings and beliefs.
Note whether person’s emphasis is customer-oriented or task-oriented.
Avoid leaping to conclusions during the initial phase of an interview.
At Interview’s End
Indicate that follow-up will come from human resources; do NOT presume to offer the job on the spot.
Job Offers —
Are extended by human resources.
Should be extended conditional upon completion of reference checking and passing a pre-employment physical examination.
“Why Not Me?”
Do not attempt to respond directly to unsuccessful applicants who call you directly to ask why the were not hired. Always refer them back to human resources.
Do not attempt to check references yourself. All reference checking should be performed by and through human resources.
You’ve decided to hire a new employee and now you’re wondering how to go about it. The good news is that interviewing is one of the most important skills for any manager to have. In this article, we’ll discuss what good interviewing looks like as well as some tips and guidelines for effective interviews.
The purpose of interviewing is to determine if the person you’re considering for a job is qualified and has the necessary skills, background and experience.
The format of an interview:
Interviewing is a way to assess job candidates and the organization. The interviewer wants to make sure that the candidate has the right skills, experience and personality for their position.
The purpose of interviewing is also to determine whether or not this person will fit into your company culture. You want to find out if they’re a good fit with your team, management style and personality before you offer them an offer letter or start working together full time.
Interviewing is a dynamic process that requires careful attention to the details. You need to know how to structure and deliver your questions, how much time you should give for each question, how long your interviewee should be allowed for their answers, and when it’s appropriate for you to ask follow-up questions or make a conclusion about the information presented by either party during an interview process.
When conducting an interview with someone who has no previous experience working within your company or industry (like if they’re applying as an intern), it’s important that there aren’t any major confusions between what’s expected from both parties involved in this type of situation—and this means keeping eye contact throughout the conversation so both parties feel comfortable speaking openly without feeling pressure from one another due any awkward pauses caused by not knowing whether they’re being listened too closely enough by each other!
Employers are always looking for ways to improve their interviewing skills, and this can be done by practicing. Here are some steps you can take:
Interviewing is a skill that can be improved with practice. A good interview should take the form of a conversation, not an interrogation, and you should show respect to your potential employees. If you want to get better at interviewing, here are some tips:
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