Good interviewing techniques are a valuable asset. The key to selecting the best candidate lies in knowing what you want and being confident. A systematic approach to staff selection is needed to avoid the most common pitfalls and reduce the risk of making the wrong appointments

The Interview

Planning for the Interview

Allow time before the interview to review the CV or application form and time afterwards to write up your notes

Interview at the time of day when you are most alert

Try not to hold more than four interviews in a day

Consider whether you want to use tests - e.g. skills testing or psychometric testing

Plan privacy and ensure you are not interrupted

Think about seating arrangements

Be clear about your objectives and the type of person who will be of help in achieving these objectives

Establishing Rapport

Establish the format and develop rapport

Carefully select your first question

Practice active listening and positive non-verbal communication (see notes on Body Language)

Take notes

Encourage the individual to talk rather than a strict question and answer format

Provide information

Plan team interviews carefully

Opening the Interview

Introduce yourself (and colleagues)

Introduce the interview

Put the applicants at ease

Explain the structure of the interview

Indicate how long it will last

Explain next stage

Non-discriminatory Recruitment
There is a range of legislation that governs what questions may and may not be asked during an interview. These rules apply to either oral or written questions. Legislation will differ from country to country. If you are in doubt about whether a question or a group of questions is illegal, you should consult your legal representative(s) in your personnel department, or an external legal expert.

Assessing Technical Skills
Technical skills are taught through formal education, company training or on the job. They are normally covered on the CV and the best way to assess the presence or absence of a technical skill is to ask probing questions to ascertain if the skill is present or not.


Recording Responses

Take notes during the interview, you will only remember what you want to remember

Write your notes up immediately

Ensure the record is factual, i.e. a record of what the applicant said and did in the interview or at work, not your feelings

Don't assume, ask more questions to check your understanding.

Without notes it is very difficult to distinguish between one person and another. The result is that you may end up employing the wrong person.

Keep them short and concise.

Listening

Concentrate on your applicant. Make sure there are no distractions which can lure your mind away, even for a moment.

Judge what is being said, not just how it is being said.

Listen for ideas and concepts, not just facts. Remember, the same words can be said in different ways to convey totally different messages, so search for the underlying meaning.

Avoid jumping to conclusions, and assuming you know what the applicant is about to say. Otherwise you might be tempted to interrupt.

Keep your mind open and your emotions in check. The applicant may inadvertently use words or touch on ideas that trigger your emotions. You must stay cool and in control of yourself and the interview.

Gaining Behavioural Examples
A behavioural example is defined as an individual's description of a real life event which contains reference to names, dates, numbers, times and locations. It contains information about a person's actions in a real situation. It is not imaginary or hypothetical. In order to gain behavioural examples it is necessary for the interviewer to ask such questions as:

Give me an example of ...

Tell me about a time when ...

Describe a situation in which you ...

Body Language

Non-Verbal...	Typical...
Making direct eye contact	Friendly, sincere, self-confident, assertive
Avoid eye contact	Cold, evasive, indifferent, insecure, passive, frightened, nervous
Shaking head	Disagreeing, shocked, disbelieving
Yawning	Bored
Scratching the head	Bewildered, disbelieving
Smiling	Contented, understanding, encouraging
Biting the lip	Nervous, fearful, anxious
Tapping feet	Nervous
Folding arms	Angry, disapproving, disagreeing, defensive, aggressive
Raising eyebrows	Disbelieving, surprised
Narrowing eyes	Disagreeing, resentful, angry, disapproving
Flaring nostrils	Angry, frustrated
Wringing hands	Nervous, anxious, fearful
Leaning forward	Attentive, interested
Slouching in seat	Bored, relaxed
Sitting on edge of seat	Anxious, nervous, apprehensive
Shifting in seat	Restless, bored, nervous, apprehensive
Hunching over	Insecure, passive
Having erect posture	Self-confident, assertive

Twelve Key Points for Interviewing

Define job purpose/key tasks, personal qualities, competencies needed to do the job.

Prepare list of questions before the interview.

Decide how you are going to open the interview. What information you are going to give and how you will close.

Review CVs/application forms thoroughly before the interview.

Ensure that there will be no interruptions of any sort during the interview.

Create a relaxed and supportive atmosphere.

Project a positive image of the organisation. Remember to sell.

Listen carefully to the candidate.

Ask probing questions to gain information on relevant areas.

Make essential notes during the interview and comprehensive notes immediately after the interview.

Allow time for the candidate to ask questions.

Review your notes on each candidate and evaluate their job skills and personal qualities.

For further details on how Upstream can assist you with your permanent recruitment requirements, please contact a consultant on 0845 899 0102
Email info@upstreamresourcing.com
or complete our Client Enquiry Form