Interview tips for Employers
are often forced into the spotlight when asked to lead an interview process for
their organization, with little training or guidance. Getting the right person
on board to your organization, in the right position, at the right time, is one
of the most calculated business decisions today.
to an employer for a position's turnover can be the equivalent of a year and a
half of salary. This takes into account recruitment costs, lost productivity,
training and other involved expenses. As a result, it is important to get a
suitable person for the position the first time.
mind the following tips when you approach your next interviewing process -
these ideas could literally save you thousands of Rand’s:
1. Give thought to the interviewing process and build
up a specific process for all candidates:
In order to ensure the best suitable person for
your organization, make sure that each candidate is being measured the same
way. What this means practically, is that every candidate should be asked the
same questions, and should go through the exact same steps. This is important
not just for selection, but also to ensure consistency, which could be
challenged in the legal environment.
2. Legislation – be aware.
country has different legislation which will impact the interviewing process.
Not being aware of the legislative framework you are operating within can be a
very costly mistake.
3. What are the KSA’s you need to hire for?
KSA stands for knowledge, skills
and abilities. When
putting together a job description and the recruitment process focus in on the
KSA’s required for that position. Knowledge includes the technical knowledge
and information a candidate needs to have in order to perform the job (for
example, knowledge of marketing principles). Skills are the hard and soft
skills required to perform a position (for example, keyboarding or
multi-lingual). Abilities are demonstrated observable competencies (for
example: the ability to thrive in stressful environments or to meet deadlines).
recruitment we talk a lot about KSA’s and job specifications for good reason.
How many times have you attended an interview when the questions and the
interviewing process really didn't look at what was required for the position?
In addition to legal issues, it is important to really hone in on the KSA’s
required for any post. The KSA’s will play an important role in your
recruitment, selection, compensation, performance management appraisal, and
training and development processes.
4. Decisions made in a Group are better than
more and more common today, and is a best practice, to hold panel interviews.
Panel interviews involve two or more interviewers talking to each candidate.
Research continues to show that decisions made in a group are better than
individual decisions for many reasons including the fact that our own personal
preconceived ideas do not play as major a role.
holding a panel interview process, ensure that all panel members are briefed on
the process, the position you are hiring for, as well as best practices of
interviewing. It is often helpful to build time at the start of the
interviewing schedule for a 15-30 minute meeting between the members of the
panel at the start of the interviewing process to discuss what it will look
like -- who will ask the questions, when and how. An interviewing process can
be developed for panel members a week or so before the interview, giving them
some time to review it prior to the interviews. The interviewing process can
include the resumes of the shortlisted candidates, the interview questions,
interview scoring information and any other information.
5. Take time-out in between candidate interviews:
in between candidates for interviewers to complete their notes, and also to
synthesize the group's feedback or recommendations. If you are holding 6-8
hours of interviewing back to back, it is natural to have each candidate start
to look like each other. By time-out in between interviews you can summarize
your findings and then move on, returning to your summaries for each candidate
at the end of the day or the end of the interview process.
undertaking a panel interview, make sure that all interviewers are comfortable
and knowledgeable about the process and measurement (for example, if you are
using any sort of matrix to measure). Also ensure that all interviewers are on
the same page (for example, that one rating of 5 is consistent with what others
rating of 5 looks like). It can be helpful to provide some specific examples of
what performance would be considered a 1, 2, 3, 4 or 5 (if using a 5 point
6. Try to avoid closed questions if & when
possible, avoid the use of closed questions, as well as leading questions.
Closed questions are those questions when used would elicit a yes/no response.
For example, "Have you had supervisory experience before?”. Look to
rephrase this to "Please describe your previous supervisory experience"
/ "What lessons have you learned from your previous supervisory
experience?”. Notice how the second question hits deeper than the first?
7. Be clear on the recruitment process:
problem with interviewing is a lack of clarity regarding the next steps for the
process. Will there be a second interview? When can the candidate expect to
hear from the panel? Be as specific as possible regarding when the candidate
can expect to hear back from the company. Remember, impressions are everything,
and interviews can be a public relations opportunity. Even if the candidate is
not chosen, what message are you sending by the communication you are sending
on next steps?
8. Interviews are always a two way process:
that interviews are the chance for you to check out the candidate and for the
candidate to check out your company. Often strong candidates may leave an
interview realizing that they do not want to work for the company they have
just interviewed with. What is the image of the company you are portraying
through the interview process? Does this match your corporate values, culture
and ways of working? If not, what changes do you need to make?