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An Employer’s Guide to Conducting a Job Interview |
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"Your preparations can make a huge difference in choosing the most suitable, most-talented candidate among the crop." Conducting a job interview has seemed like a standard operating protocol in the recruitment process, yet there's more to a job interview than just the formalities. Learn how to conduct a job interview and how to make the most out of your one-on-one interview with a prospective candidate.
The Goal of Conducting Job Interview
Every job interview should have one specific goal: to learn as much about an applicant by asking non-discriminatory questions. Having the right set of questions (tailored for the open position) is paramount to getting the information you need for deliberation, such as a candidate's employment background, skill set, attitude towards work, problem-solving skills, and so on. Conducting job interviews is a venue in which to further explain the job's qualifications and those of your applicants.
What critical areas should you as the interviewer work on when conducting job interviews?
- The job requirements
- Define the job and the qualifications that you require.
- Describe the essential duties and responsibilities of the job, including other aspects that significantly affect the performance of the said duties and responsibilities.
- Make sure you can discuss the job to the candidate in a manner that is readily understandable.
- Necessary information that can help you foresee a candidate's success in the job
- To do this, develop a set of probing questions specific to the duties and responsibilities of the position to learn about the candidate's strengths and weaknesses in dealing with job-related pressures.
- An outline of the entire interview
- Having a set of standardized questions will give you a consistent framework when conducting job interview to all candidates. This will make it easier for you to gauge each candidate's competence and suitability to the job qualifications.
- Part of making preparations is to read a dossier of a candidate's background information to learn about him/her, and to have basis for your questions.
- Note and summarize your observation about the candidate
- Make it a team effort to develop a standardized format you can use when conducting a job interview.
- Schedule Interviews in reasonable times
- Give enough time for each candidate to prepare for a relaxed, unhurried interview. It is the responsibility of the interviewer to oversee that the entire interview process is carried out smoothly.
- Avoid scheduling too many interviews in a day.
- Avoid delaying interviews, what can be done in a few days should be done in a few days, not weeks.
- Consider these factors when conducting job interviews: location of the interview site and making sure it's accessible to interviewees, days of religious observance, reasonable accommodations candidates request, plan interview schedules so they do not clash with your office's day-to-day operations.
- Notify the candidate
- When notifying a candidate over the phone, state the name of your company, the position's status (permanent, temporary, contractual, etc.), time and location of the interview (you may provide directions if necessary), interviewer's name, where the candidate should report, and information needed in the interview (resume, work samples).
- Review all documents pertaining to the candidate's application
- Take time to review all candidate materials prior to conducting a job interview.
- When reviewing history forms, check for vagueness in employment history (consistency of start and end dates, titles, duties and responsibilities)
- Also check if a candidate's responses to the questions are elaborate and sufficient.
- Reasons for leaving previous jobs.
" See if a candidate is able to follow simple instructions.
- Check if there are spelling and/or grammatical errors.
Your preparations can make a huge difference in choosing the most suitable, most-talented candidate among the crop. Take note of these guidelines to help you pick the best new addition to your team.
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