INTERVIEW
A successful interview should determine if there is a
match between the individual and the job. Furthermore, a good interview process
allows you to understand their behavior, values, motivations, and
qualifications. Time and time again we have seen people hired for sales jobs
that don’t like calling people, customer service people who can’t look into your
eyes and say, “Hello.” Then there are good employees promoted into management
positions and have no clue how to lead and manage others. Here are several
reasons why interviewing techniques fail:
Lack of preparation - The first impression lasts a long time. Prior
to the
interview make sure you understand the key elements of the job.
Develop a simple
outline that covers general job duties. Possibly work with
the incumbent to get
a better idea of what the job is about. Screen the
resumes and application to
gain information for the interview. Standardize
and prepare the questions you
will ask each applicant.
Lack of purpose - Not only are you trying to
determine the best applicant, but you also have to convince the applicant that
this is the best place for them to work. Today’s workers have many more choices
and job opportunities to choose from.
Lack of clearly defined job
competencies - Each job can have anywhere from 6-14 job competencies. Identify
the behaviors, knowledge, motivations and qualities incumbents need to have to
be successful in the job. If the job requires special education or a license, be
sure to include it on your list also. There are several assessments and profiles
available to help insure you have a good match between the applicant and the
job.
Lack of structure - The best interview follows a structured
process. This doesn’t
mean that the entire process is inflexible without spontaneity. What it means is
that each applicant is asked the same questions and is scored with a consistent
rating process. A structured approach helps avoid bias and gives all applicants
a fair chance. The best ways to accomplish this are by using behavioral based
questions, role-plays and situational questions. Here are some examples:
Behavioral based questions are used to evaluate the applicant’s
past behavior, experience and initiative such as:
*
Give me an example
when you . . .
*
Describe an incident where you went over and beyond the
call of duty . . .
*
Tell me about the time you reached out for additional
responsibility . . .
*
Tell me about the largest project you worked on . .
.
Situational based questions evaluate the applicant’s judgement
ability and knowledge. The interviewer first gives the applicant a hypothetical
situation such as:
You are the store manager of a hardware store. One of
your employees has just told you that he thinks another worker is stealing
merchandise from the store.
*
What should you do?
*
What
additional information should you obtain?
*
How many options do you
have?
*
When or if you should call the police?
Sample
role-plays are effective ways to learn and practice new skills. They can also be
used during the interview process to determine the skills and personal charisma
of people during stress. For example, if you are interviewing a customer service
representative you can use a role-play to see how this person can manage an
irate customer. When using role-plays consider the following guidelines.
1.
It is a good idea to write the situation down on
paper. Give the person time or a short break to “get into character” prior to
beginning the role-play.
2.
Give the candidate clear guidelines and
background information so they thoroughly understand the
situation.
3.
Allow them to ask questions before you
begin.
4.
Debrief the applicant at the conclusion of the role-play. Ask
them to tell you how they thought they did and how they could have done it
differently. Conclude the role-play in a positive way.
The
traditional interview is never 100% reliable. Yes, a structured approach will
improve your chances, but it is important to go one step further. Pre-employment screening is
an important aspect of the hiring process for a growing number of employers. By
using various assessments and profiles organizations have been able to help
clients reduce turnover and improve the quality of the workforce.
Behavioral assessments have proven to be an effective tool for
improving the management of an organization. They provide an accurate analysis
of employees' behaviors and attitudes otherwise left to subjective judgment.
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