Interviewing

 

Preparing for the Interview

  1. Review the job description and specifications.
  2. Specify information predictive of each area of performance.
  3. Write interview questions to discover areas of knowledge, skills, and abilities for successful performance.
  4. Review the résumé and application (note areas to explore).

 

Conducting the Interview

  1. Establish rapport.
  2. Explain purpose; set agenda.
  3. Gather predictive information (75% of the interview time).
  4. Describe the job and the organization.
  5. Answer questions and allow the student to add information.
  6. Conclude the interview.

 

Post-Interview Procedure

  1. Evaluate candidates against selection criteria and not against each other.
  2. Refrain from making formal job offer until all applicants have been seen.
  3. Exercise common courtesy and inform applicants not selected that the position has been filled.
  4. Once a student is hired and provides the proper identification to the Office of Student Financial Services, he/she will be issued a student Payroll Form, W-4 Form, Payroll Payment Option/Pay Card Consent Form, and Social Security/Medicare Taxes Exemption Form. The supervisor’s receipt of the Payroll Form is notification that all paper work necessary for official hiring has been completed by the student with the Office of Student Financial Services. The student is permitted to work after completed documents are submitted to the Payroll Office (Premont Hall Room 136).

 

Obstacles to Effective Interviewing

Unfortunately, it is easy for an interviewer to make a mistake during an employment interview. Some of the common mistakes that have been detected in poorly conducted interviews include the following:

 

Mistakes Comments
Failing to establish rapport with the applicant. As a result, the interview never gets off the ground.
Not knowing what information is needed. Consequently, the interviewer does not know what questions to ask the applicant.
Concentrating exclusively on the applicant as person. The perceptive interviewer specifically attempts to compare an applicant's demonstrated abilities and experience with the actual job requirements.
Not remaining silent or listening long enough. The interviewer does too much talking and fails to obtain meaningful information from the applicant.
Not allowing sufficient time to observe the applicant's responses and behavior. The interview should not be too short and superficial. The longer the interview, the better the chances of gaining meaningful information from the applicant.
Incorrectly interpreting information obtained from the applicant. The interviewer draws the wrong conclusion about the applicant's ability to perform.
Being unaware of or not dealing with biases for or against certain types of applicants (stereotyping). This includes how you feel about hair styles, clothing, educational background, etc.
Being over influenced (either favorably or unfavorably) by one characteristic or trait of that particular applicant. This includes physical appearances, style of dress, personality, etc. ("I can't stand men with long hair.").

Making a decision based only on intuition or "first impression," rather than careful insight and analytical judgment.

Using stress techniques designed to trap or fluster the applicant.

Conducting a poorly structured or an unstructured interview.

Looking to see how an applicant's past life compares with the interviewer's.

 This results in substantial loss of time, because more effect is spent on the "halo effect" comparison than on obtaining information relevant to the job.
Failing to control or direct the interview. Whether out of a desire to be courteous or because the applicant is particularly dominant, the interviewer can lose control of an interview. When this happens, the interviewer must regain control skillfully ­ not abruptly.
Asking closed- questions that only require a "yes" or "no" response.  People are used to doing this because their daily business conversations are often short and to the point.  But in interviewing, the interviewer must endeavor to do just the opposite ­ to draw the candidate out. This requires minimizing "yes" and "no" responses.
Making judgmental or leading statements. These lead the candidate to desired responses. Most applicants are good enough at reading the interviewer's mind without being provided direct guidance.

 

Sample Interview Questions

Tell me about your job:

  • To whom do you report?
  • How many other employees report to your supervisor and what are their titles?
  • What do you like most about your current job?
  • What do you like least about your current job?

What were your two most important achievements in your current/last job?

How do you think your subordinates would describe you as a supervisor?

How do you think your supervisor would describe you as an employee?

What attributes do you believe an effective manager and/or employee should possess?

What plans do you have for self-development in the next twelve months?

What type of criticisms are leveled at you most often?  Are they valid?

How do you plan and organize your work?

 

Questions to be Avoided

Name

  • Inquiry about name that would indicate applicant's lineage, ancestry, national origin or descent
  • Inquiry as above into previous name where it has been changed by court order or otherwise

Marital and Family Status

  • Inquiry indicating marital status including "Indicate: Miss, Mrs., Ms."
  • Inquiry into number and ages of children
  • Inquiry into child-care arrangements
  • Inquiry into pregnancy or birth control

Age

  • Requirement that applicant state age or date of birth except inquiry as to whether the applicant meets the minimum age requirements as set by law

Handicap

  • Inquiry into nature and severity of handicap. Must provide reasonable accommodation or proven business necessity

Sex

  • Any inquiry that would indicate sex including questions concerning height and weight unless business necessity can be proven

Education

  • Inquiry as to how foreign language ability was acquired

Conviction, Arrests, and Court Record

  • Inquiry relating to arrests
  • Inquiry into conviction record if not substantially related to functions and responsibilities of specific job in question

Emergency Contact

  • Inquiry into relatives to be notified in event of accident or emergency

Organizations

  • Inquiry into organizations to which applicant belongs if "protected" information would be indicated

Military Record

  • Inquiry into type of discharge

Citizenship

  • Inquiry into country of citizenship if applicant is not a US citizen

Race/Color

  • Inquiry about race, color of skin, eyes, hair, etc.

Birthplace

  • Inquiry into birthplace of applicant or applicant's relatives; however, must request proof of legal ability to work in United States

 

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