Ask each candidate to arrive 10-15 minutes before the interview. Give them a
copy of the position description and any other materials you feel are important
before the interview, such as an organizational chart, agenda for the interview,
and a list of the selection committee members with their titles. Allow at least 15
minutes between interviews to permit candidates to come and go without
overlap, and to allow the committee members to evaluate a candidate's
responses to questions.
Direct questions are easy to understand, and are more likely to yield
concise answers and specific information. Example: "Why did you apply
for this position?"
Open ended questions often produce unexpected and valuable
information, may reveal attitudes and feelings, and can indicate how well
an applicant can organize his or her thoughts. Example: "Tell us about
your job at XYZ Corp."
Behavioral questions require a candidate to analyze a situation and can
reveal the extent of their experience. These questions must be
specifically related to the job functions discussed in the position
description. Example: Describe an experience when you...
Probing questions such as "Could you explain what you mean by ...?" can
further clarify the candidate's views.
Allow silence after asking a question so that you don't interrupt the candidate's
thinking process. Encourage candidates with "take your time, we want you to be
specific."
Avoid:
Taking notes will help you remember details of the interview but could be
distracting to a candidate. If you plan to take notes, explain before the
interview starts that you will be taking notes. This should help reduce suspicion
and nervousness. Make sure you maintain some eye contact while you are
writing.
Unlike mutual funds, interview questions about people’s past performance is the best
indicator of their future results. A simple but powerful approach to interviewing is to use
open-ended questions to get people talking about their accomplishments at every stage
of their life and career. If you ask the questions correctly, you will obtain an accurate
picture of what they’ve achieved up to this point. Then you can decide if they are likely
to realize the results you want from your next hire.
Dr. Kurt Einstein was an executive recruiter who conducted research on interviewing
techniques. One of Einstein’s key points was that follow-up questions force job
candidates to reveal if there is any substance behind their initial programmed
responses. If candidates can describe in living detail how they accomplished something,
they are likely telling the truth. If they provide broad-brush generalities in response to
repeated follow-up questions, they are probably embellishing their achievements or
overemphasizing their role in some way.
Using follow-up questions makes your job as an interviewer easier, since there are as
many follow-up questions as there are accomplishments to discuss. You can simply ask
about specific accomplishments and then follow up with ‘‘Tell me more’’ and ‘‘Why so?’’
and run a very effective interview. In addition, you can ask questions such as:
This tactic puts less pressure on you to come up with a lot of ‘‘creative’’ interview
questions. Instead, you spend your time listening in the interview process. If you follow
this simple approach, you will conduct a strong interview every time.
A-Player Principle: The most important question to ask in an interview is the follow-up
question. Don’t let candidates get away with just providing their rehearsed answers to
your inquiries about their past accomplishments.
Reprinted with permission of John Wiley & Sons, Inc., Copyright© 2010 by Eric
Herrenkohl & Herrenkohl Consulting.
Blocking Out Biases Unconscious biases can impact diverse workforce hiring. This
simple rule will help you minimize their impact.
As an HR professional, it is your job to train and guide hiring managers and other
company interviewers in fair hiring practices. Many companies mandate a formal
training program before any employee is permitted to interview candidates; it's also a
good idea to provide a written overview for all interviewers and a brief refresher
curriculum from time to time. And it is the responsibility of the HR department to stay up
to date on new laws and legal interpretation of existing acts.
For example, let's say you are interviewing a wheelchair-bound candidate for an
account manager position, and you have determined that an essential function of the
job is to visit client sites. It's perfectly legal to ask how the candidate would perform this
essential function:
"This job will require you to be out of the office meeting with clients several days per
week. Can you tell me how you would get around?"
It is not OK to say to this same candidate, "How long have you been disabled?"
In other areas, where a disability is not visible, again you should confine your questions
to essential job functions or workplace environment issues. For example, while you
cannot ask a candidate if he or she has children or has adequate child care, you can
ask about ability to perform the job:
"This job requires you to travel overnight about 2 days per week and to attend out-of-
town conferences once per month. Does this travel schedule prevent a problem for
you?"
Affiliations: Do not ask about clubs, social organizations, or union membership; do ask
about relevant professional associations.
Age: Do not ask a candidate's age other than, "if hired," can a candidate produce proof
that he or she is 18 years of age.
Alcohol or Drug Use: The only allowable question relating to current or past drug or
alcohol use is, "Do you currently use illegal drugs?"
Criminal Record: Do not ask if a candidate has been arrested; you may ask if the
candidate has ever been convicted of a crime.
Culture/Natural Origin: You may ask if the individual can, "upon hire," provide proof of
legal right to work in the United States. You may ask about language fluency if it is
relevant to job performance.
Disability: You may ask if candidates can perform essential job functions, with or without
reasonable accommodation; and you may ask them to demonstrate how they would
perform a job-related function. You may ask about prior attendance records. And you
may require candidates to undergo a medical exam after an offer of employment has
been made.
Marital/Family Status: Questions about marital status and family issues are discouraged
except as they relate to job performance, as in the child care example above.
Sex: You may ask if a candidate has ever worked under another name. Be sure not to
make gender-related assumptions about job capabilities.