by Kay Lobegeiger

Created on: June 08, 2008

I do not believe people should be selected just based on their interview performance. There are many people who are very capable of doing a particular job, but do not perform well under 'interrogation'. Even though the management needs to interview a potential employee, they also have to consider the emotional frame of mind of those who are either shy, or do not have the capacity for words, but are exceptionally good at the hands-on jobs for which they are applying.

Speaking from experience, it can be emotionally draining going for interview after interview where there are more people looking for work than jobs available. When interviewing an applicant, the interviewer should be able to assess the situation by the body language, which would tell them, at a glance that the applicant is nervous. This can work both ways. It could be seen as a reaction to worry about giving a good impression, or it could be trying too hard to impress because they know they are not the right person for the job, but want to get it anyway. A potential employer does like a confident employee, but this may not always be possible to ascertain in a formal interview. In both cases the person conducting the interview should have enough information in the resume, and in any references that have been presented, to be able to assess if this person is likely to be able to aquit himself or herself of the position.

Instead of spending hours on an interview, it would be of benefit to both parties to conduct a trial, if the qualifications are of the standard required. Some companies do this, but usually as a precursor to full time employment. A month's trial or three month's trial seems to be the accepted way for a new employee to start in a company. To include a trial as part of the interview may be easier for the applicant to physically show what they can do, instead of trying to explain how good they are. To see first hand their interaction with other employees, or the public, would give a better indication of their capabilities, than just talking. Some people can ramble on because of nerves, and spoil any chance they may have of obtaining the position.

Depending on how much time the management wishes to spend on an individual, the trial could be a day, a few days or a week. This would only be done after the unacceptable applicants have been weeded out, which an astute interviewer should be able to do without too much trouble. The applicant must be made to feel comfortable and welcome in the surroundings, to be able to give their best to the job. There are many people out there who would be perfect for particular jobs, but are uncomfortable in interviews. Once they have adjusted to their surroundings, most people can settle down to doing a great job, knowing they have been accepted on their capabilities not just on face value.

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