Conducting the Interview

The best interviews are conversations, not inquisitions. The guidelines provided below should help facilitate more effective information gathering when conducting the interview:

1. Keep an open mind. It has been shown that most interviewers make a hiring decision within 14 seconds of meeting the candidate.
2. Let the candidate do the talking. Refrain from talking in detail about the job because the candidate will use this information to answer your questions with what they think you want to hear – instead of what you need to know. A good rule of thumb is to make sure the candidate does at least 75% of the talking. The more candidate talk, the more insight you will gain into the type of employee they are. Also, be careful not to explain the questions you ask as you may unintentionally give away the answer you are looking for. Don't say, We pride ourselves on superior customer service. How did you make the customers feel special in your last job? Rather, stick to short, open-ended questions like, Tell me what you think of the saying: The customer is always right.
3. Remain attentive. When conducting a series of interviews, it is easy to become distracted by other concerns, fatigued, or bored. If you feel you are losing focus, try paraphrasing what the applicant says. For example, if the applicant says, My last boss left a lot of things up to me, respond by saying, So you had a lot of responsibility? By paraphrasing, the applicant knows you are paying attention and you become involved in the conversation without dominating it.
4. Observe body language. Besides listening to what candidates say, watch and listen for how they say it. Is there a level of enthusiasm? Does the person ask a lot of questions? Does this person exhibit an interest in the job? Since nonverbal information represents the majority of a communication's meaning, attune yourself to these factors.
5. Take notes, but never on the resume or cover letter (it's a legal document that must be kept on file). Maintain control of the interview. Some enthusiastic individuals may ask a lot of questions or offer opinions rather than answering the questions directly and simply. Prevent this from happening by giving the interview structure from the beginning. Be careful not to let time get away from you - consider doing a time check half way through the allotted time. Stick to the schedule unless there are extraordinary circumstances.
6. Close by thanking them for their time and letting them know what the next step will be.
7. Write an interview summary immediately after completing the interview. Waiting even one hour will greatly reduce your recall of the conversation. Record your general impressions, along with any questions or concerns.

A number of factors govern what you can and cannot say and do in the interview, including internal policies, external regulations, and the rules of common courtesy. Since the hiring decision can have wide-ranging and significant ramifications, utilize your skills of listening, assessing, probing, and evaluating, while at the same time remaining within the confines of what is proper, polite, and legal.

Even though certain questions are off limits in a job interview, there will inevitably be times when a candidate will volunteer personal information. Here are a couple examples on how to quickly redirect the conversation to an appropriate topic:

• A candidate starts discussing their union activities or favorite church. Jump in and say, "Getting back to why we're here today, let's talk about your computer programming experience…"
• A candidate announces their pregnancy and has child care concerns. You can state that the University has a maternity leave policy but don't ask any questions about their pregnancy. Ultimately, you need to shift gears and get back to the basic requirements. After describing the job duties, you can ask the candidate, "Can you perform the essential functions of the position with or without a reasonable accommodation?"

The primary goals of an interview process are to:

• Gather sufficient information from the candidate to assess how well they meet the requirements of the position;
• Create a positive image of the University;
• Present a realistic description of the position;
• Ensure that all candidates feel they have been treated fairly; and
• Provide adequate records in the event the hiring decision must be justified at some future date.

Six-Step Process

The six-step process outlined below is recommended for conducting an interview:

Step 1: Put the candidate at ease and establish rapport.

• Introduce yourself and the co-interviewer(s) and address the candidate by first name.
• Continue with small talk on a general subject, such as the weather, or some other neutral topic, to put the candidate at ease and to allow time for them to adjust to the interview environment.

Step 2: Set the agenda.

• Tell the candidate:
  • That the purpose of the interview is to determine how well they meet the requirements for the position.
  • How the interview will proceed; e.g., who will be asking the questions.
  • That you will be taking notes during the interview.
  • That you will describe the job and answer any questions they may have at the end of the interview.

Step 3: Gather Information.

• Ask questions which evaluate the candidate's:
  • Job-related work experience, education, skills, knowledge, and abilities;
  • Interest/motivation to perform the job; and
  • Potential or ability to perform the job.
• Take brief notes of the candidate's responses so that you will later be able to differentiate one candidate from another.
• Ask questions designed to elicit information regarding the candidate's involvement in past performance-related incidents.
• If a candidate's response to a question does not provide enough information, ask probing follow-up questions that encourage further conversation, such as:
  • Can you describe further…
  • Can you explain what you mean by…
  • How have you gone about…
  • What did you do…
  • Can you give an example…

Step 4: Describe the job and the department/university.

• Provide sufficient facts in a straightforward manner so that the candidate can make an intelligent decision about their continued interest in the position.
• Inform the candidate of the work schedule and working conditions for the job.
• Confirm that the candidate is able and willing to accept the working conditions.
• Do not make any commitments or promises to the candidate, such as assuring the candidate that if hired, they can count on a long career, that there are no layoffs, etc. Discussion of salary, promotional opportunities, tenure, or other job security must be carefully worded to avoid possible misinterpretation of information as an implied employment contract.

Step 5: Answer the candidate's questions and allow them to add additional information.

• The candidate's objectives are: (1) to gather information about the job and university, and (2) to "sell" themselves to you. Provide the candidate the opportunity to accomplish these objectives.

Step 6: Conclude the interview.

• A comfortable way to conclude the interview is to thank the candidate for their time and to outline the next steps in the process. Tell the candidate when the hiring decision is expected to be made and how it will be communicated.
• Provide the candidate with an Overview of Benefits document as provided by HRS.

Second Interviews

If needed to distinguish among finalists, invite final candidates back for a second interview. Additional university representatives are often included in a second interview. The second interview gives you the opportunity to ask questions that are even more specific and penetrating than the first round of questions asked. If not previously done, introducing the candidate to the individuals with whom they would work, if chosen, would be appropriate.