The keys to good interviewing in all cases are thorough preparation, assessing candidates against the job's core skills and abilities and having confidence in your own good judgement. An interview is a conversation with a purpose - the purpose of the interaction is for both parties to assess their suitability for one another. Meeting candidates face to face provides the best opportunity for gathering information about their suitability for the role and your business. In order to maximise this opportunity you will need to have prepared and thought through, in detail, the stages of this process.

Key points of the process

First impressions do count

About 55 percent of our first impressions of a person are formed by their appearance, 38 percent by the way they speak and 7 percent by the words they use. This research proves that first impressions do count. Both parties are assessing each other during the interview process, so it is not just a question of you assessing the candidate for their suitability to the role and your business. The candidate will also be assessing you and the opportunity on offer. Consequently, it is important that you convey a positive impression and begin the interview with a warm welcome.

Managing the process

Ensure that the interview has a logical flow and that you gain sufficient information from each person in order to make an informed decision.

Other tools of assessment

If it is helpful to your evaluation, don't be afraid to use tests in addition to the actual interview.

Keep accurate records

Your notes will enable you to make an objective and informed decision.

Leave the candidate with a positive impression

Do not ignore the PR aspect to the interview process and ensure that you end the interview on an upbeat note.

What are the various interview stages?

Pre-interview preparation

Take time out before each interview to familiarise yourself with your pre-prepared interview notes on each candidate, in relation to their employment history and the questions to be asked. Highlight any unexplained gaps in employment and be ready to probe these at interview. Prepare yourself for conducting the interview – it is common to be a bit nervous if you do not interview on a frequent basis.

Controlling the interview

It is important that you control the pace of an interview in order to ensure that all subjects are covered. Active listening is an essential tool for successful interviewing. If a candidate is lingering on the answer to one question for too long, you should summarise their points so far and move them on. Conversely, if you feel that you have not had a sufficient explanation on a particular point, you should probe deeper into the candidate's experience. The candidate should be talking for 70 per cent of the time while you actively listen.

Importance of non-verbal communication

Observe the candidate's body language while they are speaking to judge whether or not the words spoken match their non-verbal communication. For instance, do they avert their eyes when they are telling you that they are honest and trustworthy? Ensure that your body language is open and positively encourages the candidate. Be aware of cultural differences – some cultures may be more reserved, while others may be more tactile and open.

The interview

Introduction

The first few moments of an interview are vitally important, as this is when first impressions are formed. Greet each candidate with eye contact, a smile and a firm handshake. Welcome the candidate by name. Be aware of cultural differences when greeting interviewees. Make sure there is some water to hand. If you have organised someone to interview with you, introduce them and their role in the interview.

Relaxing the candidate

Be aware that for most people interviews can be a nerve-racking experience. If the candidate is nervous they will not be able to communicate to the best of their ability. Engage in conversation that will help break the ice, such as their journey to your place of work, what they did/will be doing at the weekend etc. Explain the format of the interview, so that the candidate is clear on the procedure. Let the applicant know that you will be writing throughout the interview in order to keep accurate records.

Structure

Start off by asking questions from the candidate's CV – this is familiar ground for the person and will help them to start off the interview with confidence. Delve into their current role and responsibilities. You will already have prepared the key skills and abilities that the candidate needs to be assessed against, so ensure that all of these have been appraised before the end of the interview. The candidate should have tried to find out about your business before attending the interview, but be prepared to give them more information about the role, team and business structure. Remember that the candidate is also assessing you and the business and weighing up whether this is the right step for them, so always sell your business in the best light.

Questions

All questions should be ‘open’ in nature to allow the candidate to give detailed responses. The section titled 'Strategy of Questioning' will give you further information on this.

Closure

Always end the interview on an upbeat note. Thank the applicant for their time and let them know that you have enjoyed meeting them. Tell them when they can expect a response. Escort them out of the building.

Tools of assessment

Using tests

There are a range of tests available – aptitude tests, personality tests, psychometric tests and technical tests. You may wish to develop your own tests, for example, a piece of copy to proof read, if the skill of attention to detail is important, or a budget to report back on, if numeracy and financial analysis is important to the role. Whichever test you feel is beneficial to the interview process, ensure that it is relevant to the role. The candidate should be notified before the interview of the additional assessment they will be required to undertake. Ensure that the area where the candidate will be taking the test is free from distractions.

Record of assessment

In order to effectively and objectively measure candidates against the requirements of the job, record the attitude, skills and abilities demonstrated by the interviewee against the required skills. Remember that under the Data Protection Act, applicants have the right to request access to notes made about them during interview.

Measurement of assessment

This needs to be objective and fair, based on the core attitude, skills and knowledge required for the role.

Strategy of questioning

DO

• Use a ‘lead in’ question to move to each major segment of the interview. For example, ‘You were with ABC Ltd for three years – talk me through your main responsibilities in your role there.’
  
• Probe for specific answers. Use open questions, which usually start with who, why, when, how and what. ‘What happened when you received that client complaint?’
  
• Use follow-up questions to fill in the blanks: ‘How do you manage your workload?’
  
• Clarify the depth of responsibility the candidate had when they use the term ‘we’ – how much did they do as an individual?
  
• Finally get them to sell themselves to you – ‘Why should I hire you?’

DON'T

• Be afraid to stretch the candidate and investigate their answers with further questions. Do not move on to the next question if you still feel unsatisfied with their response and ensure that you have received a full explanation of their skills that are applicable to your vacancy.
  
• Ask questions that are closed which will invoke a ‘yes’ or ‘no’ response e.g. ‘Do you enjoy your current role?’
  
• You must not ask questions that discriminate on the basis of sex, race, disability, sexual orientation or religion.

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