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How to interview
- 1. How to Interview From a Non-HR perspective
- 2. Learn from the folks!
- 3. Definition of “Interview” A formal meeting in person, especially one arranged for the assessment of the qualifications of an applicant.
- 4. Types of Interview Informational Interview Screening or Telephone Interview Individual Interview Small Group or Committee Interview On-site Interview Behavioral – Based Interview Task Oriented or Testing Interview Stress Interview
- 5. Conducting an Interview Provide a welcoming environment Have a focus Make every question count Pay attention Don’t hesitate to probe Give ample time to respond Suspend judgment Take Notes Vary the style of questions
- 6. Provide a Welcoming Environment In order to get the best answers from the people you interview, you’ve got to create a welcoming environment for them.
- 7. Have a focus Have an idea of what information and insight you’re expecting to gain from the interview and build your questions around it.
- 8. Make every question count Ask specific questions that can produce insight into the candidate’s personality, past performance, tied to the criteria defined in the job description
- 9. Pay Attention Listening attentively during an interview. Write down the information shared and refrain from judging answers provided by the candidate.
- 10. Don’t hesitate to probe Whenever a candidate offers an answer that does not address the specific information you are seeking, please ask additional questions to draw out the specific answers.
- 11. Give Ample time to Respond Give the candidate time to come up with a thoughtful answer.
- 12. Suspend Judgment Try to keep your attention on the answers you’re getting instead of making interpretations or judgments. You’ll have plenty of time after the interview to evaluate what you see and hear.
- 13. Take Notes Note taking in the employment interview involves the interviewer making written notes during the employment interview in relation to a candidate’s responses.
- 14. Vary the Style of Questions You can usually divide questions into four categories, based on the kinds of answers you’re trying to elicit.
- 15. Q&A
Notes de l'éditeur
- Examples:Describe a time when you knew you were right but were obliged to back-track due to guidelines or protocol.What was the most difficult work-based decision you had to make in the last year?Tell me about a time when you annoyed a customer or work colleague.
- Repeating the question:Simply repeating the question may encourage a respondent to provide an answer if he or she has been completely silent, not understood the question or is deciding how to answer the question. Example: if the question is “What do you like about smoke-free environments?” and the respondent does not answer, you can probe: “Just to check, what do you consider to be some of the benefits of smoke-free environments?” Silent Probe: Providing a pause and waiting to ask the next question can be a useful way to motivate respondents to complete or gather their thoughts and give a more complete response. One word of caution with silent probes is to be mindful of “embarrassing silence.” Repeating the Answer: Repeating an answer verbatim provides the opportunity for the respondent to confirm the response and/or it can stimulate further explanation. Example: “So what I hear you saying is…” Ask a neutral question: Asking a neutral question may indicate the type of information you are seeking. Examples of neutral questions are “Why do you feel that way about ___,” “What do you mean by (word or phrase),” or “Anything else?” It is important that your probing question not be leading or biased. Other examples: Anything else? Any other reason? Any others? How do you mean? Could you tell me more about your thinking on that? Would you tell me what you have in mind? What do you mean? Why do you feel that way?
- If the silence persists for more than, say, ten seconds, ask the candidate if she wants you to clarify the question. Otherwise, don’t rush things. Use the silence to observe the candidate and to take stock of where you are in the interview.
- You don’t want to prejudice yourself in the beginning of the interview so that you fail to accurately process information that comes later.
- Benefits of Interview Note Taking Note taking in the interview can help interviewers: o Reduce the impact of memory decay & Aid in recall of important information o Increase consistency in ratings and increase reliability o Reduce rating disagreement or variance o Increase accurate recording of what is being said o Focus on responses o Avoid primacy and recency effects and other potential bias* o Demonstrate a sense of interest in the candidate o Stay alert o Reduce the influence of impression management by focusing on what is being said o Provide documentation for legal defensibility o Provide documentation to support future feedback and potential training needs Guidelines for Interview Note Taking In order to ensure interviewers get the most out of note taking interviewers should: o Inform the candidate at the beginning of the interview that notes will be taken o Listen intently at what is being said o Take notes during the interview as the candidate is speaking versus at the end of the interview o Take notes in proximity of the interview questions (i.e. on a standardized form) o Avoid notes that are subjective, false, offensive, impressions or opinions o Take notes that are detailed summaries of the candidates answers using bullet form when needed o Take notes that detail what is actually said o Take notes for behavioral based questions that ensure the situation, what the candidate said and did and the result is captured
- Here are some types of questions that you can use in your interview:Closed-ended: Questions that call for a simple, informal answer — often ayes or no.Open-ended: Questions that require thought and oblige the candidate to reveal attitudes or opinions. One type of open-ended question is the behavioral interview question. With a behavioral question, candidates are asked to relate past on-the-job experiences to situations they are likely to encounter in the position being discussed.Hypothetical: Questions that invite the candidate to resolve an imaginary situation or react to a given situation.Leading: Questions asked in such a way that the answer you’re looking for is obvious.