Are you an untrained job interviewer? Do you think that interviewing is just about talking? Do you really believe that you can trust your gut feelings when assessing skills, experience, education, and personality? Have you heard interviewers say they know within the first minute, if a candidate is a match to the job?
Don't kid yourself and don't believe for a second that job interviewing is just about talking and checking your gut feelings. Interviewing is indeed an art form; it requires a disciplined approach.
Research shows that untrained job interviewers make up their minds on a candidate in less than a minute. They then spend the remainder of the interview confirming their prejudices. Not good!
The purpose of the interview is to evaluate the mutual fit between the candidate and the leadership role in your organisation. Effective interviewing is for the ultimate benefit of both parties.
Approaching the Interview
Preparation is critical to a successful interview. Start planning before the interview to avoid potential problems. In particular, you should have detailed knowledge of the position for which the candidate is being considered, the competencies required, and all existing information on the candidate. Have a "game plan" for each interview. Evaluate, if possible, the candidate's resume and determine areas to be filled in or clarified with more information. If you do not have a resume, you will spend (waste) vital time gathering basic data. Insist on having it and reading it first.
Try to interview in a relaxed business environment, at least on the first occasion. Noisy restaurants and cafes can give the wrong impression and cloud communication and judgment. If use of video links are necessary at this stage, then use the most professional equipment available. Cheap or home computer links will not enhance the reputation of your firm or make for a smooth interview.
Anyone involved in interviewing and hiring should be aware of the basic courtesies toward a candidate and possible legal issues involved in the interview process in the country in which you are located at that time.
The interview itself should be private, and you should maintain control at all times, which means keeping the initiative and progressing at a steady pace. It is important, as discussed below, to draw the candidate out and encourage discourse, but not to let the conversation ramble along unproductive paths.
One of the important keys to a successful interview is the establishment of rapport, encouraging the candidate to "open up" and respond more spontaneously than one would in a rigid question/answer interview. Care should be taken to make the candidate feel comfortable and develop confidence in the interviewer. The less guarded responses elicited in this kind of setting are likely to be both more reflective of true feelings and more revealing as to shortcomings.
Typically, this is achieved by opening up with a non-threatening "small talk" question aimed at easing initial tensions and requiring some elaboration. The subject matter might be how the candidate enjoyed living in a certain location or became interested and involved in a particular pastime or community project.
Throughout the interview, the interviewer should strive to be pleasant, maintain a conversational tone and be prepared to be supportive of the candidate's accomplishments, offering praise where appropriate. All of this helps establish a bond between the participants. As the ice-breaking stage draws to a close, the interviewer should be prepared to move into the business part of the interview with a broad introductory question (contrasting previous work experiences, for example) that is designed to keep the candidate talking freely.
As soon as possible after the interview, take time to reflect. Carefully evaluate the information you have obtained, interpret the facts, rank them and determine a course of action. Make notes of salient points, especially personal impressions, and write a summary of your observations.
Interviewing Errors
One of the quickest ways to understand what makes a good interview is to take a look at the most common interviewing errors.
Poor Homework -- The interview is ineffective due to a lack of preparation by the interviewer. Do your homework on position specifications before the interview. Avoid over-generalisations about the job and the company. Reviewing a resume and as much available information as possible on a candidate in advance facilitates the interview.
Rambling -- The interviewer is confused and does not concentrate; typically because they do not use prepared written questions but rather trust their memory.
No Notes -- The interviewer walks away with no written record. Be receptive and be thorough -- know what you are after and keep a record by taking lots of notes throughout the interview.
Leading Questions -- The interviewer telegraphs the desired response to the questions. Keep your opinion to yourself and never over-question.
Air Time -- The interviewer dominates the conversation. Be a good listener 80% of the time. Use silence -- it's difficult, but let the applicant be the first to break the silence.
Prejudices and Stereotypes -- They get in the way. Review your prejudices and don't let them influence your judgment.
Theoretical Questions -- The interviewer tends to ask too many "What if…" questions; what we call scenario interview technique. Questions should be skewed toward specific behaviour patterns, responsibilities, accomplishments and methods used in getting results. Try to Google: Behavioural Interview Technique – and learn.
Chemistry -- The interviewer doesn't hit it off with the candidate. Don't let poor personal chemistry cloud the interview. Be careful, too, when the chemistry is very good. In that case, be certain that you still evaluate the candidate's qualifications thoroughly.
Pop Psychology -- Shun the role of amateur psychologist.
Tough One -- Don't shy away from asking the hard questions. Similarly, ask follow-up questions -- details should be developed rather than overlooked. "Why" is an invaluable probe and can be used frequently.
Halo Effects -- The interviewer tends to judge by inference from answers not thoroughly provided by the candidate and allows personal opinion to become too influential. This behaviour can tend to "wish someone" into a position. Again, follow up and seek specific answers. Have data to support your assessments and conclusions. Beware of the halo from the candidate's existing employer's reputation.
Buying vs. Selling -- The interviewer fails to differentiate between the two. You should evaluate the candidate's experience from a buyer's perspective, make a value judgment and then decide upon the degree of persuasion needed or not needed to "sell" the individual.
Executives often say proudly; "I don't want the person if they don't want to come here." However, if the candidate is desirable and is currently employed, strong reasons must be given to induce a change. Drop the arrogance; it requires a shift from being a "buyer" to being a "seller." With 1% unemployment in Thailand, you probably have to steal someone from another company.
Evidence -- The interviewer fails to identify sources or get evidence that confirms or supports the candidate's statement. Confirm what the candidate says, say on performance, figures, salary, bonuses, and personal versus team achievements.
Author: Tom Sorensen is a Partner at Boyden Thailand, a global Top 10 executive search firm. Contact tsorensen@boyden.com and learn more on www.boyden.co.th
Series Editor: Christopher F. Bruton is Executive Director of Dataconsult Ltd, chris@dataconsult.co.th. Dataconsult's Thailand Regional Forum provides seminars and extensive documentation to update business on future trends in Thailand and in the Mekong Region
