| Interviewing candidates is a task often conducted poorly. Many managers feel ill-prepared and ill-equipped and as a result often portray a negative image of the company they are representing. Remember, an interview is a 2-way process. It is no good finding the perfect applicant, only for them to be far from impressed if the 'client side' of the interview was badly handled.
It is essential that businesses provide appropriate training and guidance to members of staff who will be conducting interviews. This will hone the required probing skills and put the person at ease in preparation for the task. It is advisable to hold a short training course or at the very least shadowing a seasoned interviewer on a few occasions.
As obvious as it sounds, a successful candidate can only be found if all decision makers are fully aware of the skills and qualities required. A clash in what different people are looking out for in the applicant could prove disastrous. Highlighting key skills, attitudes, experience, aspirations will enable the interviewer to prepare appropriate questions and interview structure. For technical recruitment, it will usually be necessary for the candidates to sit a test or for marketing recruitment, perhaps a personality profile. Often the candidate would need to be interviewed by a range of people to effectively extract the necessary information or gain an overall impression of their suitability.
First impressions are important for both parties. A common fault in interviews is the candidate's ego getting in the way of things. However, this can also be the case with the interviewer. Remember, the company in question has a reputation to upkeep and we all want candidates leaving the premises impressed and eager to work for/ with us. Therefore, it's important to remember that the interview starts from the moment the applicant enters the building.
Interviewing a candidate in person is the best way to assess personality and core competencies. Use the opportunity to ask relevant questions based on the requirements of the role. The interviewer should always be looking for evidence of the candidate's skills and experience. Most people believe they are competent at their job. Whether they are good enough for the position you have on offer however is key and therefore you cannot rely on the candidate's opinions, but be able to judge for yourself. Asking open questions, thus encouraging a more illustrative answer is important.
The interviewer is interested in gaining all the information necessary to make a judgment on whether the applicant can do the job. Therefore, the candidate must feel at ease during the interview and be allowed to answer in their own time. Clearly, some situations will be more pressurised than others such as the recruitment of an SEO Manager, but offering a 'closed' demeanor will not help in extracting the required answers. The interviewer must be aware of their own posture and behavior and how this can negatively influence the interview.
It is essential to allow time at the end of the interview for any questions the candidate may have. Also, promoting the company with some background information, an explanation of the role, career opportunities, etc is important. This sounds obvious but is surprisingly omitted on many occasions, leaving the candidate feeling under-whelmed and often disinterested in the company. If this is the person who fits the bill, then you may have blown the chances of them wanting to accept your offer.
To finish the interview, it is important that the candidate is aware of the recruitment process and what will happen next; perhaps there is an interview deadline that has to be reached before a decision is made. Ultimately the applicant must be left in a positive frame of mind with a clear understanding of when they will have a decision and the interviewer must be aware of whether this person 'fits' the job role.
Recruiting a new member of staff is often mission-critical; especially for small businesses and the interview process must reflect this. Carried out poorly, it is a waste of valuable time and money, especially if you consider that it is often the most important members of the company who will be 'sidelined' while the interviews are being carried out. Investing time and money into an effective recruitment / interview process is essential if the very best candidates in the market are to be highlighted and attracted.
Chris Crawford is the MD of BD Recruitment a specialist recruiter for the creative recruitment, marketing consultancy and technical agency industries, based in Manchester, UK. |
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