How to Conduct an Interview in Less Time with Better Results.
Top 9 Strategies for Conducting Executive Interviews.
Help Wanted High Volume Manufacturing Company seeks an Experienced Production Manager
The job you posted this morning on Monster.com has already been viewed by over 30 applicants. Your Inbox is piling up with resumes. Barely treading water in the responsibilities of your own demanding position, forced to take on those of your Production Manager, whom you had to fire last week for his compulsive acts of insubordination. In addition, you are faced with the challenge of replacing him. It's all part of the endless glory that is Management. It is imperative that you do not make the same mistake twice by hiring another employee who clashes heads with you. Formulating a precise plan for your upcoming interview process is now your number one priority. Being 100% prepared for the interview will increase the probability that the interviews that you will conduct, require less of your time and also result in landing the best individual for the position.
1. RESUME REVIEW. Reviewing incoming resumes effectively is the first step to selecting the most qualified candidates. Requirements which are mandatory for the position should be established and prospective employees should be narrowed down to those who have the experience and knowledge to perform the work. For instance, if the position requires a BA of Science or an understanding of current FDA Manufacturing Regulations; eliminate applicants whose rsums do not include these credentials. Prioritize remaining resumes according to how closely they match the requirements of the position. Interviews should be scheduled with the most promising candidates first. An immense amount of time will be saved by thoroughly screening information provided by the applicant. If references are provided, check them before scheduling interviews. Organizing information provided by applicants, and confirmation of the candidate's credentials, are essential elements of developing a strategy a cost-effective hiring process.
2. BEHAVIORAL-BASED INTERVIEWING. Most companies have proven procedures currently in place for hiring new employees. Whether an applicant meets with one Manager for their first interview, with a team of supervisors, compiling the appropriate questions prior to the meeting will determine how quickly the right person for the job is found. Many Hiring Managers and Human Resource Managers are increasingly implementing a technique known as "Behavioral Interviewing". The premise of this method is that past behavior in an accurate predictor of future behavior. By asking a series of open-ended questions, you can easily elicit revealing information about the applicant. Avoid asking questions which require only yes or no answers. Instead, experts suggest, it is more practical to questions which demonstrate past experience and behaviors.
3. DEVELOPING EFFICIENT QUESTIONS. The types of questions asked during the interview, will likely determine the amount of time you will spend interviewing the candidate. Time-management is paramount to the success the task at hand. Interviews should be expected to last an appropriate amount of time to cover information regarding the position, however, by asking specific, open-ended questions, the appropriate time to conclude the interview will be much easier to determine. quintcareers.com offers the following examples of questions to ask when utilizing the techniques of "Behavioral Interviewing":
- "Describe a situation in which you had to complete a task or solve a problem, what
action did you take and what was the outcome of the situation."
- "Please give me a specific example when you believe you used good judgment and logic
in solving a problem."
- "Tell me about your experience with prioritizing."
- "Give an example of a situation when you had to resolve conflict."
- "Provide an example of a time when you were asked to complete a task and you were
able to exceed expecations."
- "Tell me what were you thinking?"
- "Lead me through your decision process."
4. METHODS OF DISCOVERY. The objective is to ask questions of the interviewee which evoke revealing answers of their past behavior. In this manner, strengths and weaknesses, their ability to think critically, whether or not they are a self-starter, their willingness to learn, their experience in functioning in a team-oriented environment. This type of questioning has proven to provide Managers with a much clearer perspective of how closely the individual's skill-set correlates with the job requirements necessary for the position.
5. PROMPTLY ADDRESS ANY DEAL-BREAKER ISSUES. The Hiring Manager of a Medical Device Manufacturer, for example, may require specific information, regarding the candidate's knowledge of mandatory government regulations in order to continue compliance with the FDA. Specific terms such as, 510k Clearance, MDD, CE Marketing and/or CE Certification which may be relevant to the position, should be incorporated into your questioning process. Although, each Hiring Manager has their own specific agenda, questions posed which are potential "deal-breakers", should be asked on the onset of the questioning process. In addition, these questions should be developed in such a way that the applicant has an opportunity to fully describe their capabilities.
6. Teaching professionals at Rutgers University recommend that Managers incorporate a specific agenda as a time-saving strategy, when developing an interviewing process. Establishing a well-planned agenda for interviewing is a strategy which will further increase the probability that time-management criteria (aka; Golf)- are adhered to. Professionals from Rutgers suggest the following outline for the Interview Agenda:
a.CORDIAL GREETING A short period of small-talk, creating a relaxed atmosphere. This
initial introductory conversation allows you an opportunity to establish a first
impression and will open lines of communication between you and the prospective
employee.
b.PURPOSE & AGENDA Next, you will take control of the interview by explaining to the
applicant what will occur during the interview process. Also, by knowing what to
expect, the applicant will be more relaxed.
c.GATHER INFORMATION While asking questions and gaining insight to the individual's
past behavioral patterns; is essential to Listen, Reflect, Summarize and Evaluate.
Allow the applicant to do most of the talking. Ideally, the Interviewer should speak
only about 25% of the time. It is equally important to write things downalthough
you may think that you will retain the details and easily recall them later, however,
after conducting several interviews, it's likely you won't. Write it down!
d.DESCRIBE THE POSITION & THE ORGANIZATION Explain to the applicant, the specific
expectations of the position for which he/she is applying. Give a brief overview of
policies and philosophies, perhaps, if you like, even a brief history of your
orgainization's successess. (Keep in mind that they are interviewing you as well).
e.ANSWER QUESTIONS The applicant's objective is to gather information about the
position and to sell themselves. Allow time for them to accomplish these goals.
f.CONCLUDE Thank the applicant for his/her time. Explain what happens next. Provide
the applicant with information regarding your decision making process, as well as
when expect the decision will be made and how the decision will communicated.
7. TRANSCRIPTS - English Students attending Perdue University investigated and compiled information pertaining to the Interview process. It was determined that an effective strategy for evaluating responses given by applicants was for Managers to make a tape recording of the interviews. This enables the Interviewing Manager to have an opportunity to listen and re-evaluate the conversation at a later time. Another benefit of making an audio recording is that it can be shared with collogues. It is necessary, however, that you get WRITTEN PERMISSION from the job applicant before recording the conversation.
8. Whether or not you have a recording device in place, note-taking during the interview is absolutely essential. You'll want to jot down key information, observations and/or feelings which are pertinent to decision making process. According to Lisa Gwon, English Student at the University of Florida; The Interviewer should always write down thoughts and views immediately following the interview. Taking a moment to write down initial impressions will save the time you would spend scratching your head later, trying to remember specific information.
9. Congratulations! You have completed your interviewing process; you have succeeded in finding the most qualified candidate for the position and you were fortunate enough to have recruited this fine individual in less time than expected! (More Golf!) Remember to send gracious and sincere letters of appreciation to respondents that came in for an interview, but did not make the cut.
Taking the time to develop strategies for time-effective interviewing is more than important to the success of your company; Strategizing is, in fact, an increasingly necessary component in today's highly competitive job market. Managers should be steadfast in their screening processes. Thoroughly evaluating the resumes that you receive can have a tremendous impact on your ability to distinguish between those who want the job and those who can get the job done. Above all, listen to your gut-instinct. If you are comfortable, confident and satisfied with the conversation during the interview, it's quite probable that you will also feel the same way if you decide to bring them aboard!
RELEVANT RESOURCES:
http://uhr.rutgers.edu/stf/conductinginter view.html
www.owl.english.purdueedu/workshops/pp/inte rviewing.PPT
http://www.allbuiness.com/human-resource s/work forcemanagment-hiring.interviewing/12533-2.html
www.c aliso9000.com/medical_dv.html
www.quintcareers.com/be havioral_intro.html