Can we do this job another way? Would I work for myself? When I hire the right person, what do I plan to do to make sure that the person is successful on the job?
After you have answered these three key questions, it becomes clear that the important process of interviewing starts with YOU. Your perspective on the job, culture, team, and vision of the ideal candidate will shape your outcome. Since the goal is to hire the best person for your organization, a solid plan or process is needed to make the right hiring decision and prevent future problems.
Here is a ten-step process to successful interviewing:
- Identifying Needs
- Candidate Sourcing
- Interviewer Preparation
- Creation of Rapport
- Information Exchange
- Testing
- Closing the Interview
- Evaluation
- Reference Checking
- Hiring Decision or Second Interview
Step 1: Identifying Needs
This is the foundation of your recruiting and hiring process. Once a thorough job analysis has been completed and a job description has been reviewed for accuracy and appropriateness, the interviewer can focus on the specific skills, profile and education of an ideal candidate. The Interviewer must be comfortable knowing all of the details of the position, department and organization.
Step 2: Candidate Sourcing
To cast a wide net and generate as many competent and suitable applicants, a sourcing strategy can be created to fit any budget. Typical sources include:
- Employee referrals or previous employees
- Posting in newspapers and trade magazines
- Posting on your website
- Online job boards such as CharityVillage.com’s Career Centre
- Networking by the Interviewer or Management
- Campus recruiting
- Employment agencies.
Statistics show that the highest percentage of hires come from employee referrals and personal networking by the interviewer.
Step 3: Interviewer Preparation
After thoroughly reviewing the resumés and noting specific individual questions, the interviewer should prepare a single set of questions pertaining to the job. When using a common set of questions with each candidate, it provides you with the opportunity to compare responses and ensure a consistent and fair approach. When necessary, telephone screening can also be conducted to save time.
Step 4: Creation of Rapport
While telephone interviews are useful for screening large numbers of candidates, nothing can replace the face-to-face interview. Providing a relaxing atmosphere will in turn, allow the candidate to relax and open up to you. Candidates who feel nervous or unwelcome may not show their true character. Make the interview a conversation and not an interrogation. Choose a quiet location; state the time allotted for the interview and no interruptions!
Step 5: Information Exchange
Part 1: Information Gathering. A golden rule is to allow the candidate to do 80% of the talking which supports the concept that interviewing is a listening process. There are five common interview styles used in industry: unstructured, semi-structured, situational, comprehensive structured and behavioural. While all five have their uses and a combination approach is popular, open-ended questions, behavioural-based and situational interview questions produce best results. Question tactfully and ensure that none of your questions violate Human Rights legislation in your province. Watch for shifts in the conversation or questions that go unanswered. These gaps should be probed. Avoid early judgements and allow the interview to flow naturally but guided by your written questions and time allotment.
Take the time to ask what issues matter most to the candidate and what he or she is looking for in order to join your organization. Remember that a candidate is going through the process of selecting an employer.
Part 2: Information Giving. After the candidate has answered all of your questions, the interviewer should describe the job in terms of duties, responsibilities and future potential in a factual way. It is an expectation today that candidates do extensive research on an organization before attending the interview and can highlight their organizational knowledge.
A description of the department, company, benefits, compensation, employee perks, future direction and cultural details can be provided at the second interview. Additional information about the next steps in the process should be shared:
- How many interviews are involved?
- With whom will he or she meet? Is there a panel?
- Will testing be involved?
- How long will the visits last?
- How and when will an offer be made?
- What is the target start date?
Step 6: Testing (usually at the second interview)
Hiring the best candidate should include an objective assessment of the skills and variables that will contribute to successful performance. These include aptitude, interpersonal skills, and ability to cope with stress, conflict management and decision-making ability. There are numerous types of tests available in the market. Tests that have been reviewed by experts in their field can be found here. Traditional case studies, in-basket tests, scenarios, presentations on a particular topic or working through a fictitious problem are also methods of testing for problem solving skills and the ability to work under pressure. Often testing can provide insights that go far beyond a standard interview and should always be incorporated into your interviewing practice.
Step 7: Closing the interview
A final question to the candidate is “Is there anything you wanted me to know about you that we haven’t discussed?” If not, graciously thank them for their time and describe the next steps. Many offers have not been accepted because the organization waited too long to give the candidate any further communications.
Step 8: Evaluation
Immediately after the interview, while the applicant is still fresh in your mind, record impressions, test scores and comments about the candidate. A post interview checklist is a useful tool. Consider if the candidate is a good match for the job, a good fit for the organization, and if a second interview is warranted.
Step 9: Reference Checking
Fearing lawsuits, some companies are refusing to give any references at all. However, one of the most important things to do is to confirm work history. According to Queens’ Business School, Human Resources division, references can still be obtained using these four strategies:
- Always call a company to verify facts on a candidate’s resumé. Most companies are comfortable doing that.
- Look for other references during the interview by asking behavioural questions. For example, when asking a candidate to describe a situation where they demonstrated leadership skills, ask them to give a reference that can verify this example.
- Call references at home. It is often easier to get them to talk about the candidate in a more relaxing atmosphere.
- Ask direct questions. The number one question should be: “Would you hire this person again?” It is difficult to answer that question in an untruthful way.
Step 10: Hiring decision or 2nd interview
Inviting the candidate for a second interview is a wise practice as it is an opportunity to determine if the candidate’s behaviour is consistent with the first impression, and to focus on different questions. Ideally, at the second interview the candidate is more relaxed and may reveal different attributes. Second interviews are usually more revealing than first interviews. At a second round, use a panel interview or at a minimum, have the candidate meet and talk with other managers and employees in the organization. This will provide you with their feedback and also provide the employee the opportunity to determine fit with employees and a glimpse of organizational culture.
Now that you have completed all ten steps, you are equipped to make a fair, informed and well-matched hiring decision. There is so much at stake in hiring that an organized and planned interviewing process will minimize the chances of making mistakes along the way.
Source: “Aptitude testing should be used when hiring employees”, Globe and Mail, Sept 7, 2000
Source: “Yes he worked here. Click”, by Katharine Harding, Globe and Mail, Nov 20, 2002
Source: “Effective Interview Tips for the Hiring Manager”, Article 22/05/48, www.workforce.com
Teresa Howe, CHRP, is an independent HR consultant and writer. As an HR executive with 15 years of generalist experience, she has contributed to several successful organizations being recognized as Canadaâs Top 100 Employers and created meaningful change. As a long-standing member of the HRPAO, she also serves as president of the Board of Directors for Jobstart, a not-for-profit organization, speaks at conferences and creates workshops on HR related issues. Teresa can be reached at tandthowe@yahoo.ca.
