Interviewing Candidates for Employment - SHRM

To hire the most qualified candidates, human resource professionals and hiring ... the interview process leads to the hiring of the most suitable candidate, ... Toolkits Toolkits InterviewingCandidatesforEmployment     PageContentOverviewThecandidateinterviewisavitalcomponentofthehiringprocess.Tohirethemostqualifiedcandidates,humanresourceprofessionalsandhiringmanagersmustbewellinformedonhowtoconductinterviewseffectively.Thisarticleprovidesanoverviewofvariousinterviewingmethods,bothstructuredandunstructured.Itdiscussesthemostwidelyusedtypesofinterviewing—telephoneprescreen,directone-on-oneandpanelinterviews—andexplainstheobjectivesandtechniquesofbehavioral,competency-basedandsituationalapproachestointerviewing.Employersmustbeawareoffederalandstateprohibitionsonaskingcertaintypesofquestionsduringemploymentinterviews.Thisarticlepresentssomebasicguidelinesforinterviewerstofollowtoavoidclaimsofdiscriminationorbiasinhiring,anditlistsexamplesofquestionsnottoaskjobapplicants.Withcarefulpreparation,HRprofessionalsandhiringmanagerscanmakethemostofemploymentinterviewsandobtaintheinformationtheyneed.Preparatorystepsincludeselectingamethodofinterviewing,draftingusefulquestions,phrasingquestionsproperlyandsharpeningone'slisteningskills.BusinessCaseInterviewingisanimportantstepintheemployeeselectionprocess.Ifdoneeffectively,theinterviewenablestheemployertodetermineifanapplicant'sskills,experienceandpersonalitymeetthejob'srequirements.Italsohelpstheemployerassesswhetheranapplicantwouldlikelyfitinwiththecorporateculture.Inaddition,preparingforaninterviewcanhelpclarifyaposition'sresponsibilities.Moreover,totheextentthattheinterviewprocessleadstothehiringofthemostsuitablecandidate,itcanhelpcontaintheorganization'slong-termturnovercosts.Applicantsalsobenefitfromaneffectiveinterview,asitenablesthemtodetermineiftheiremploymentneedsandinterestswouldlikelybemet.SeeStopLyingtoJobCandidatesAbouttheRole.TypesofInterviewingInimplementinganaccurateandfairselectionmethod,theemployercanselectfromavarietyofinterviewingtechniques.Thechoicedependsonconsiderationssuchasthenatureofthepositionbeingfilled,theindustry,thecorporatecultureandthetypeofinformationtheemployerseekstogainfromtheapplicant.Interviewingtechniquescanbeeitherstructuredorunstructured.Themainpurposeofstructuredinterviewingistopinpointjobskillsthatareessentialtotheposition.Theinterviewerasksaspecificsetofquestionsofallapplicantsfortheparticularposition.Thisstraightforwardapproachmakesiteasierfortheinterviewertoevaluateandcompareapplicantsfairly.Someinterviewersaskthequestionsinapredeterminedorder,whileothersmaynotadheretoastrictorderbutstillmakecertaintheyaddressalltheplannedquestions.Structuredinterviewinggenerallyprovidestheinterviewerwiththeinformationneededtomakethehiringdecision.Italsocanbecrucialindefendingagainstallegationsofdiscriminationinhiringandselection,becauseallapplicantsareaskedthesamequestions.Inanunstructuredinterview,theinterviewerdoesnothaveastrictagendabutratherallowstheapplicanttosetthepaceoftheinterview.Questionstendtobeopen-ended,whichcanenablethecandidatetodisclosemorethanheorshemightifaskedclosed-endedquestionsrequiringonlyabriefanswer.Inaddition,questionsinanunstructuredinterviewcanbetailoredaccordingtoanapplicant'sskillsandexperiencelevels.However,theabsenceofstructuremaymakeitdifficulttocompareandrankapplicantsbecausetheyarenotaskedthesamesetofquestions.Themostwidelyusedtypesofinterviewingare:Thetelephoneprescreeninterview.Thedirectone-on-oneinterview,whichcantakeabehavioral,competency-basedorsituationalapproach.Thepanelinterview.See'JustTextMe':JobInterviewsbyToday'sPreferredCommunicationTool.TelephoneprescreeninterviewAtelephoneprescreeninterviewcanbeusefulforassessingwhetheranapplicant'squalifications,experience,skillsandsalaryneedsarecompatiblewiththepositionandtheorganization.Telephoneinterviewsareoftenusedtonarrowthefieldofapplicantswhowillbeinvitedforin-personinterviews.Duringtheprescreenstage,theinterviewershouldasktheapplicantenoughcarefullypreparedquestionstodeterminewhetherheorsheis,infact,aviablecandidatefortheposition.Telephoneprescreeninterviewscanhelptheemployer:Assesstheapplicant'sgeneralcommunicationskills.Clarifyunclearitemsontheapplicant'sresume.Askaboutfrequentjobchangesorgapsinemployment.Haveacandidconversationwiththeapplicantaboutsalaryrequirements.SeeTelephonePre-InterviewScreeningForm.Directone-on-oneinterviewThetraditionalface-to-faceinterviewwiththecandidatecanbestructuredorunstructured,anditcanbeapproachedinoneofseveralways,dependingonthetypesofinformationtheinterviewerseeks.Thethreemostcommonapproachestoone-on-oneemploymentinterviewsarebehavioral,competency-basedandsituational.Behavioralandcompetency-basedapproaches.Behavioralandcompetency-basedinterviewingbothaimtodiscoverhowtheintervieweeperformedinspecificsituations.Thelogicisbasedontheprinciplethatpastperformancepredictsfuturebehavior;howtheapplicantbehavedinthepastindicateshowheorshewillbehaveinthefuture.Inthebehavioralapproach—atraditionaltechniqueforassessingacandidate'ssuitabilityforaposition—thepurposeistoreviewthecandidate'sexperience,personalattributesandjob-relatedskills.Thecompetency-basedapproachfocusesspecificallyonskillsneededfortheposition;job-relatedskillsconstitutethecriteriaagainstwhichapplicantsaremeasured.Inabehavioraloracompetency-basedinterview,theinterviewer'squestionsaredesignedtodetermineiftheapplicantpossessescertainattributesorskills.Insteadofaskinghowtheapplicantwouldhandleahypotheticalsituation,theintervieweraskstheapplicanthowheorshedid,infact,handleaparticularsituationinthepast.Behavioralandcompetency-basedinterviewquestionstendtobepointed,probingandspecific.Followingaresomeexamplesofbehavioralquestions:Describeasituationinwhichyouwereabletousepersuasiontosuccessfullyconvincesomeonetoseethingsyourway.Describeatimewhenyouwerefacedwithastressfulsituationthatdemonstratedyourcopingskills.Givemeaspecificexampleofatimewhenyouusedgoodjudgmentandlogicinsolvingaproblem.Givemeanexampleofatimewhenyousetagoalandwereabletoachieveit.Tellmeaboutatimewhenyouhadtouseyourpresentationskillstoinfluencesomeone'sopinion.Givemeaspecificexampleofatimewhenyouhadtoconformtoapolicywithwhichyoudidnotagree.Ifanswersseemtobethinondetail,theinterviewercanaskfollow-upquestions:Whatexactlydidyoudo?Whatwasyourspecificroleinthis?Whatchallengesdidyoucomeacross?Whypreciselydidyoudothat?Whyexactlydidyoumakethatdecision?Competency-basedinterviewingcangivetheinterviewerasenseofanapplicant'sjobperformanceandattitudetowardwork.Followingaresomeexamplesofcompetency-basedquestions:Tellmeaboutatimewhenyouhadtoencourageotherstocontributeideasoropinions.Howdidyougeteveryonetocontribute?Whatwastheendresult?Tellmeaboutasituationinwhichyourspokencommunicationskillsmadeadifferenceintheoutcome.Howdidyoufeel?Whatdidyoulearn?Tellmeaboutasituationwhenyouhadtopersuadeotherstoacceptyourpointofviewwhentheythoughtyouwerewrong.Howdidyouprepare?Whatwasyourapproach?Howdidtheyreact?Whatwastheoutcome?SeeCompetenciesHoldtheKeytoBetterHiringandMakeBetterHireswithCompetencyModels.Situationalapproach. Thesituationalapproachisaninterviewtechniquethatgivesthecandidateahypotheticalscenariooreventandfocusesonhisorherpastexperiences,behaviors,knowledge,skillsandabilitiesbyaskingthecandidatetoprovidespecificexamplesofhowthecandidatewouldrespondgiventhesituationdescribed.Thistypeofinterviewrevealshowanapplicantthinksandhowheorshewouldreactinaparticularsituation.Thefollowingareexamplesofsituationalinterviewquestions:YouhavebeenhiredastheHRdirectorina300-employeecompanyandarestrugglingtoperformthenecessaryHRadministrativeworkbyyourself.Yourmanager,theCFO,tellsyouthatyouneedtobemorestrategic.Howwouldyouhandlethissituation?Youlearnthataformerco-workeratyourlastcompanyisapplyingforanaccountingpositionwithyourcompany.Youhaveheardthatthispersonwasterminatedafteradmittingtoembezzlingfundsfromthecompanybutthatnocriminalchargewasmade.YouarenotinHR.What,ifanything,wouldyoudo?Youareapplyingforacustomerservicepositioninacabletelevisioncompany.Ifatechnicianvisitsahometomakearepairandafterwardyoureceiveacallfromthecustomertellingyouthatthetechnicianleftmuddyfootprintsonhernewcarpeting,howwouldyourespond?GroupInterviewsTherearetwotypesofgroupinterviews—acandidategroupandapanelgroup.Inacandidategroupinterview,acandidateisinaroomwithotherjobapplicantswhomaybeapplyingforthesameposition.Eachcandidatelistenstoinformationaboutthecompanyandthepositionandmaybeaskedtoanswerquestionsorparticipateingroupexercises.Candidategroupinterviewsarelesscommonthanpanelgroupinterviews.Inapanelgroupinterviewacandidateisinterviewedindividuallybyapaneloftwoormorepeople.Thistypeofgroupinterviewisusuallyaquestion-and-answersession,butacandidatemayalsobeaskedtoparticipateinanexerciseortest.Panelinterviewscanbeeitherstructuredorunstructured.Whenorganizedproperly,apanelinterviewcancreateabroaderpictureofthecandidatethanaone-on-oneinterviewwouldproduce.Evenweakerinterviewerscanlearnbyobserving.Panelinterviewscanalsohelpless-experiencedemployeesgetinvolvedinthehiringprocess.Thepanelshouldincludenomorethanfourorfivepeople;alargerpanelcouldbeintimidatingandunwieldy.Oneinterviewershouldserveastheleader,andotherparticipantsshouldserveinsupportroles.Whilealltheinterviewersneedtobeinvolvedthroughouttheinterview,thedifferenceinthetworolesneedstobeveryclear.SeeTheInsandOutsofTeamInterviewingandWhenwouldanemployeruseagroupinterviewtechnique? PreparingfortheInterviewTohelpensurethevalidityandeffectivenessofemploymentinterviews,theinterviewermustprepareinadvance.Beforeimplementingtheinterviewprocessforagivenposition,theHRprofessionalwhowillbeaskingthequestionsshouldcompletethefollowingpreparations:Determinethecriticalsuccessfactorsofthejob.Rank—accordingtothejobspecifications—themostimportantqualities,experiences,educationandcharacteristicsthatasuccessfulcandidatewouldpossess.Makealistofqualities,skillsandtypesofexperiencetousetoscreenresumesandjobinterviewcandidates.Selectspecificquestionstodeterminewhetheranapplicantpossessesthecriticalsuccessfactors.Decidethetypeofinterviewprocessthatwillbeused.Reviewbeforehandthejobdescriptionandtheresumeofeachcandidatetobeinterviewed.Scheduleaplanningmeetingwiththeappropriateattendees,suchasco-workers,anindirectbutinterestedmanagerorinternalcustomersoftheposition.Determinewhowillinterviewthecandidates.Plantheinterviewandthefollow-upprocess.Decideontheapplicantscreeningquestionsforthetelephonescreens.Identifytheappropriatequestionsforthepost-interviewassessmentofcandidatesbyeachinterviewer.Interviewersmustknowhowtoelicitdesiredinformationfromjobcandidates.Itdoesn'trequireasophisticatedtechnique,butitdoesrequiremorethanjustaskingcandidatesiftheypossesstherequiredskillsandattributes.Themostrecentthinkingonhowtoconductjobinterviewsrecommendsthatemployersaskapplicantsaboutspecificincidentsintheworkplace.Therefore,questionsshouldbedesignedtoshowhowthecandidatehasdisplayedtherequiredskillsinspecificsituationsduringhisorhercareer.Responsestosuchquestionscanprovideenhancedglimpsesintoapplicants'actualexperiences.SeeAutomationRemovesthePainfromCandidateInterviewScheduling.FramingtheQuestionsForboththeemployerandthecandidatetogetthemostoutofaninterview,itisessentialtocarefullyconsiderthetypeofquestionstoask.Despitetheimportanceofpreparingquestionsinadvance,theemployershouldnotgointoaninterviewwithalistofidealanswersinmind.Itisunlikelythatanyapplicantwouldcomeclosetoprovidingsuchanswers.Abetterapproachistokeepinmindidealcharacteristicsthatasuccessfulcandidatewouldpossess.SeeSampleInterviewQuestions.Questioningshouldelicitinformationthatwillshedlightonacandidate'sabilitytoperformthejobeffectively.Manyexpertssayitisbesttoaskopen-endedquestions("Tellmeaboutyourrelationshipwithyourpreviousmanager;howcouldithavebeenimproved?")ratherthanclosed-endedquestionsrequiringonlybriefspecificresponses("Howmanypeoplereportedtoyou?").SeeWanttoReallyGettoKnowYourCandidates?InterviewforEmotionalIntelligence.Open-endedquestionsencouragecandidatestoprovidelongeranswersandtoexpandontheirknowledge,strengthsandjobexperiences.Forinterviewers,suchquestionscanprovidegreaterinsightintoacandidate'spersonality.Theycanalsohelpemployersgaugeanapplicant'sabilitytoarticulatehisorherworkexperience,levelofmotivation,communicationskills,abilitytosolveproblemsanddegreeofinterestinthejob.Open-endedquestionscanprovideasenseofanapplicant'spotentialandwhetherthepersonwouldbeaculturalfit.Followingaresomeexamplesofopen-endedquestions:Tellmeaboutyourpastworkexperience.Whatareyoulookingtogainfromyournextposition?Whydoyouwanttoworkforourcompany?Whydidyouleaveyourlastjob?Tellmeaboutyourrelationshipwithyourpreviousmanager:Howwasitproductive?Howcouldithavebeenimproved?Whywasmathyourmostdifficultsubjectinschool?Pleasedescribeyourmanagementstyle.Closed-endedjobinterviewquestionscanenabletheemployertoreceivedirectresponsesandspecificinformationfromthecandidate,andtheycanhelptheinterviewercontrolthedirectionoftheinterview.Butsuchquestionscanhavedrawbacks:Theydonotencouragecandidatestoelaborateontheirfeelingsorpreferencestowardparticulartopics.Theylimitcandidates'abilitytodiscusstheircompetencies.Theycanleavesituationsunansweredorunclear.Theycanbefrustratingforcandidateswhomaywanttoexplainorstaterelevantinformation.Followingaresomeexamplesofclosed-endedquestions:Howmanyyearsofexperiencedoyouhaveasateamleader?Haveyoueverworkedfromhome?Whendidyouleaveyourlastjob?Didyouhaveaproductiverelationshipwithyourpreviousmanager?Whatwasyourbestsubjectinschool?Whatwasyourmostdifficultsubject?WhatwasyourGPA?SeeInterviewingtheBoss:12IntelligentQuestionstoAsktoPolitelyAssessYourNextManagerandHowExperientialInterviewingCanHelpYouHireBetterTalent.LegalIssuesAlongwithchoosinganinterviewapproachandshapingthequestionsaheadoftime,theinterviewershouldbecomefamiliarwiththetypesofquestionsandstatementsthatmustbeavoidedinanyinterview.Forexample,interviewersshouldnotmakestatementsthatcouldbeconstruedascreatingacontractofemployment.Whendescribingthejob,itisbesttoavoidusingtermssuchas"permanent,""careerjobopportunity,"or"longterm."Interviewersshouldalsoavoidmakingexcessiveassurancesaboutjobsecurityorstatementssuggestingthatemploymentwouldlastaslongastheemployeeperformedwellintheposition.Inaddition,tominimizetheriskofdiscriminationlawsuits,interviewersmustfamiliarizethemselveswithtopicsthatarenotpermissibleasinterviewquestions.SeeTheseInterviewQuestionsCouldGetHRinTrouble.Provisionsofvariousfederallawsaffectthetypesofquestionsthatorganizationsmayaskanapplicantduringanemploymentinterview.Forexample,TitleVIIoftheCivilRightsActof1964prohibitsdiscriminationbasedonrace,sex,color,nationaloriginandreligion.TheAgeDiscriminationinEmploymentActof1967prohibitsquestionsaboutaperson'sage.Thewide-rangingAmericanswithDisabilitiesActof1990(ADA)protectsqualifiedindividualswithdisabilitiesfromdiscriminationinemployment.TheGeneticInformationNondiscriminationActof2008prohibitsemployersfromcollectingandusinggeneticinformation.TheUniformGuidelinesonEmployeeSelectionProceduresof1978,thoughnotinandofthemselveslegislationorlaw,havebeengivendeferencebythecourtsinlitigationconcerningemploymentissues.Questionsrelatingeitherdirectlyorindirectlytoage,sex,race,color,nationalorigin,religion,geneticsordisabilitiesshouldbeavoidedentirely.Ifinformationneededaboutanapplicantmightfallintoanyofthosecategories,theinterviewershouldmakesurethatthequestionrelatestoabonafideoccupationalqualificationorisrequiredbyfederalorstatelawtobeasked.SeeFederalDiscriminationLawsTrainingforSupervisors.EmployersshouldalsobeawareofsomeofthespecificprohibitionscontainedintheADA.Employersmayneveraskifanapplicanthasadisability.Theymayaskonlyifthereisanythingthatprecludestheapplicantfromperforming—withorwithoutareasonableaccommodation—theessentialfunctionsofthepositionforwhichheorsheisapplying.Statelawscanbebroaderinscopethanfederallaws.Forexample,federallawdoesnotcoversexualorientation,butmanystatesdo.Inaddition,allstateshaveenactedatleastonelawpertainingtoemploymentdiscrimination.Whetheraparticularstate'slawwouldapplytoaparticularorganization,however,coulddependonthesizeofitsworkforce.Insomestates,employerswithjustoneemployeearesubjecttothestate'santi-discriminationlaws.Bycomparison,onlyemployerswith15ormoreemployeesaresubjecttothemostcomplexandcomprehensivefederalanti-discriminationlaws.Thus,insomestatesanemployercouldbeexemptfromafederallawyetstillbesubjecttoasimilarprovisionunderstatelaw.Itisimportantforinterviewerstobefamiliarwiththeemploymentlawsofthestateinwhichtheyareoperatingandtobewellversedinthefederalandstatelegalprovisionsregulatingthetypesofquestionspermissibleinanemploymentinterview.Somequestionsthatappearinnocentonthesurfacemaybeconsidereddiscriminatory.Thewaytheyarephrasediskey.Employersshoulddetermineinadvanceoftheinterviewiftheinformationsoughtbyeachquestionisreallynecessaryforassessinganapplicant'scompetenceorqualificationsforthejob.Evenifaparticularquestionwouldnotbebarredunderfederalorstatelaw,itshouldbeomitteditifitisnotessential.Askingirrelevantquestionsmayoffendanapplicantordamagetheorganization'sreputation.Followingareexamplesofquestionsnottoaskduringanemploymentinterview:AreyouaU.S.citizen?Wereyoubornhere?Whereareyoufrom?Whatisyourethnicheritage?Whatisthataccentyouhave?Howoldareyou?Whenwereyouborn?Areyoumarried?Doyouhaveanychildren?Whatareyourchildcarearrangements?(Questionsaboutfamilystatusarenotjob-relatedandshouldnotbeasked.)Whendidyougraduatefromhighschool?Whatchurchdoyougoto?Whatclubsororganizationsdoyoubelongto?Haveyoueverfiledaworker'scompensationclaim?(Youmaynotaskthisquestionoranyrelatedquestionduringthepre-offerstage.)Whatdisabilitiesdoyouhave?DoyouhaveAIDS,orareyouHIV-positive?(Thereisnoacceptablewaytoinquireaboutthisoranyothermedicalcondition.)Inaddition,theinterviewershouldnotaskquestionsaboutarreststhatdidnotresultinaconviction.Somestatesalsoprohibitemployersfromaskingcandidatesaboutmarijuana-relatedconvictionsthataretwoormoreyearsold.Andemployersshouldneveraskanapplicanttosubmitaphotograph—eveniftherequestmakesclearthatprovidingaphotoisoptional,notmandatory.See:InterviewtrainingpresentationGuidelinesonInterviewandEmploymentApplicationQuestionsFederalLawsProhibitingJobDiscriminationConductingtheInterviewThemannerinwhichhumanresourceprofessionalsandhiringmanagersinterviewapplicantscanbepivotalinidentifyingthetopcandidatesforajob.Asuccessfulandeffectiveinterviewisoneinwhichboththeinterviewerandtheintervieweereceiveaccurateinformationandcanmakeinformeddecisionsabouttheapplicant'ssuitabilityforthejob.SeeBasicsforEffectiveInterviewstrainingpresentation.Theinterviewprocesscanbestressfulforboththeinterviewerandtheinterviewee.Itisnormalforanapplicanttobenervous,sointerviewersshouldtrytoputthepersonateasefromthemomentheorsheenterstheroom.Byhelpingtheintervieweefeelrelaxedandcomfortable,theinterviewerstandsabetterchanceofobtainingaclearideaoftheapplicant'sabilitiesandpersonality.Beforecommencingwithpreparedquestions,theinterviewercouldeasetensionsbyencouragingtheapplicanttotalkaboutaparticularinterest—perhapssomethingontheperson'sresume.Atthispointtheinterviewermightalsowanttorecapthepositionandwhatitentails.Thiscanhelptheapplicantanswerquestionsmoreknowledgeablyandconsideragainwhetherheorsheisgenuinelyinterestedinthejob.ControllingtheinterviewForaninterviewtobeasusefulaspossibleintheemployment-decisionprocess,theinterviewermustmaintaincompletecontrolovertheinterviewatalltimes.Establishingandmaintainingcontrolrequires,inadditiontogoodquestioningtechniques,effectivelisteningskills.Effectivelisteningischallenging,partlybecausepeopleareoftenmorefocusedonwhatthey'resayingthanonwhatthey'rehearing.Thekeyfortheintervieweristospeakaslittleaspossible.Oneapproachtoeffectivelisteningisaparaphraseofthegoldenrule:Listentoothersasyouwouldhavethemlistentoyou.Herearesometipsforlisteningeffectively:Minimizeinternalandexternaldistractions;focusonlyonwhattheapplicantissaying.Listentothefullanswerbeforeaskingthenextquestion.Clarifythecandidate'sanswersifnecessaryandaskifmoreinformationisneeded.Occasionallyitmaybeusefulforinterviewerstorestateanapplicant'sreplyintheirownwords.Watchtheinterviewee'sfacialexpressionsandbodylanguage.EncouragingcommunicationTogainasmuchinformationaspossiblefromanapplicant,theinterviewershouldcreateanatmospherethatpromotescommunication.Followingaresuggestionsforbuildingrapportandfosteringdiscussion:Setasideaquietplacefortheinterview.Scheduleenoughtimesothattheinterviewwillnotberushed.Informthecandidatewellinadvanceaboutthelocationandtimeoftheinterview.Greetthecandidatewithapleasantsmileandafirmhandshake.Introduceyourselfandanyoneelsewhowillbeinvolvedintheinterview.Askforpermissiontorecordtheinterviewortakenotes.Begininamannerthatprovidesacomfortableatmosphereforthecandidate.Outlinetheinterviewobjectivesandstructure.Trytoaskquestionsthatwillfacilitatediscussion.Avoidquestionsrequiringonlyayesornoanswer.Keepthequestionsopen-endedsothattheapplicanthastheopportunitytospeakfreely.Askonlyjob-relatedquestions.Steerclearofpersonal,privateanddiscriminatoryquestions.Startwitheasierquestionsandgraduallybuildtomoredifficultorsearchingquestions.Askonlyonequestionatatime.Ifnecessary,repeatthequestion,buttrynottorephraseit.Donotlead,prompt,interruptorhelpthecandidatefindananswer.Avoidfacialexpressionsthatcouldleadtoananswer.Listencarefullytothecandidate'sanswers.Probefortheapplicant'sabilitytomanageandworkinteams.Assesswhetherthecandidatewouldfitwiththeorganization'sculture.Follow-upquestionsAskingfollow-upquestions—alsocalledprobing—canbenecessarywhentheinterviewerdoesnotfullyunderstandaresponse,whenanswersarevagueorambiguous,orwhentheinterviewerrequiremorespecificinformationfromtheapplicant.Probingquestionsinvitingmoredetailoftenbeginwith"what"or"how."Questionsinvitingpersonalreflectionoftenbeginwith"doyou"or"areyou."Questionsbeginningwith"why"mayputtherespondentonthedefensiveorresultinlittleusefulinformationandrequireadditionalprobing.Itishelpfultobefamiliarwithsometechniquesofprobing.Hereareafewexamples:Couldyoupleasetellmemoreabout...?I'mnotquitesureIunderstood.Couldyoutellmemoreaboutthat?I'mnotcertainwhatyoumeanby...Couldyougivemesomeexamples?Couldyoutellmemoreaboutyourthinkingonthat?Youmentioned...Couldyoutellmemoreaboutthat?Whatstandsoutinyourmindaboutthat?ThisiswhatIthoughtIheard...DidIunderstandyoucorrectly?WhatIhearyousayingis...Canyougivemeanexampleof...?Whatmakesyoufeelthatway?Youjusttoldmeabout...I'dalsoliketoknowabout...ReflectionquestionsReflectionquestionsaredesignedtohelptheinterviewerachieveadeeperunderstandingoftheapplicant'sresponses.Suchquestionsrarelyevokedefensiveness;applicantswanttheinterviewertounderstandtheirresponses.Reflectionquestionsmightbeginwithphrasessuchas:LetmesaybacktoyouwhatIthoughtIheardyousay...Thatmadeyouthink(orfeel)...?Youmeanthat...?Thepotentialplusesofreflectionquestionsarevaried.Theycan:Demonstratetotheapplicantthathisorherresponsesareunderstood.Rephrasetheapplicant'sresponseinclearerormorearticulatelanguage.Lettheapplicantknowtheinterviewerispayingattention.Providetheapplicantwithanadditionalopportunitytoelaborateonhisorherresponses.ClosingtheinterviewApopularmethodofclosingtheinterviewistosaytheinterviewisendingandtoofferthecandidatetheopportunitytoaskquestions.Thiswillenablethecandidatetogainclarificationonaspectsofthepositionandonemploymentconditionssuchashours,salaryandbenefits.Theinterviewershouldanswerthecandidate'squestionsasfranklyaspossible.Ifitisnotanappropriatetimetodiscusscompensation—perhapsothersarepresent—theinterviewercansuggestafollow-updiscussion.Interviewersshouldbepreparedtoprovidedocumentsdescribingthecompanyanditsbenefits.SeeRecruitersNeedtoBeReadytoAnswerTheseCandidateQuestions.Inclosinganinterview,theinterviewermaywantto:Askifthecandidateisinterestedinthejobbasedontheinformationprovidedduringtheinterview.Askaboutavailability.Askforalistofpeoplewhocanbecontactedforreferences.Explainthetimeframefortherestoftheinterviews,thesubsequentstepsintheprocessandwhenadecisionislikelytobemade.Explainhowtogetintouchwiththeinterviewerandwhentoexpecttohearfromhimorher.Walkthecandidatetothedoorandthankthepersonfortheinterview.Suchstepscanensuretheapplicantisleftwithapositiveimpressionoftheinterviewerandtheorganization.Afterinterviews,theinterviewershouldupdatetheassessmentgridsforallactivecandidates.SeeCandidateEvaluationForm.AdditionalConsiderationsInadditiontothegeneralaspectsofpreparingforandconductingemploymentinterviewsalreadydiscussed,afewotherissuesbearconsideration.Theseincludethepossibilitythatacandidatecanbeoverpreparedforaninterview,thusaffectingtheimpressionsheorshecreates;thequestionofwhetherandhowtotakenotesduringaninterview;andmethodsoffollowingupwithcandidatesafterinitialinterviews.Over-preparednessTheoverlypreparedapplicantcanbeapuzzleforhiringmanagerswhoaretryingtodetermineiftheapplicantwouldbeagoodfitforthepositionandtheorganization.Jobseekerscanlearnfrombooks,magazinearticlesandwebsitesnotonlywhatquestionstoexpectbutalsowhatanswerstogivetothosequestions.Determiningwhetheranapplicantisprovidingatruthfulresponsetospecificquestionscanbeequallyaschallengingforinterviewers.Thereare,however,severaltechniquesthatmaybeuseful:Dosomeresearchtodetermineifthequestionsyouareaskingareonpopularinterviewpreparationwebsites.Iftheyare,buttheinterviewerstillfeelitisimportanttoaskthosequestions,heorshecanconsiderhowtopushapplicantsbeyondtheirpreparedresponses.Askfollowup-questions.Keepaskingquestionsuntiltheapplicantgivesaresponsethatsoundsgenuineandthoughtfulratherthanstudiedandcoached.Donotgoastrayandaskirrelevantquestionswhentryingtogeneratequestionsthatdonotelicitrehearsedresponses.Considerthattherehearsedresponsesmaybelegitimateandinformative.Thefactthatanapplicanthaspreparedaresponsedoesnotnecessarilymeanthattheapplicantisbeinginsincereoruntruthful.SeeHowCanICutThroughRehearsedResponsesDuringInterviewsandLearnMoreAboutTheseCandidates?TakingnotesTherearevariousschoolsofthoughtonnotetakingduringemploymentinterviews.Someexpertssayitdistractstheinterviewer;otherssaythatnotesshouldbemadebothduringandaftertheinterviewfordocumentationpurposes.Whilethereseemstobenoconsensusonthistopic,manyexpertsdoadviseemployerstoavoidthepracticeofwritingnotesdirectlyonapplicationsorresumesbecausetheymightbeusedtosupportanapplicant'sclaimofdiscrimination.SeeIsThereaProblemwithWritingNotesDirectlyonApplicationsorResumes?Notesaboutanapplicant'sskillsorexperiencethatarerelatedtothejobinquestioncanberecordedonaseparateinterviewevaluationsheettoaccomplishthegoalofaccuratelyrecordinginformationfromaninterview.However,notesshouldneverbemadeaboutthephysicalcharacteristicsorappearanceofanapplicantoranyotherareaofpotentiallegalliability.Notetakingshouldberestrictedtounobtrusivecommentaryabouttheapplicant'squalificationsandskillsrelativetotheposition.Follow-upinterviewsOrganizationsoftenbringcertainapplicantsbackforsecondoreventhirdinterviewsforanumberofreasons.Sometimestheemployermaywanttoconfirmthatanapplicantistheidealcandidatefortheposition,ortheemployermaybetryingtodecidebetweentwoormorequalifiedapplicants.Aninterviewerconductsfirstinterviewstoscreenapplicantsbasedontheirgeneralqualifications.Oncetheinterviewernarrowstheselectiontospecificcandidates,heorshethenneedstoapplyadditionalscreeningmethodsatafollow-upinterviewleveltofurtherascertainacandidate'sspecificqualitiesandpotentialculturalfit.Afollow-upinterviewisalsoanopportunityforcandidatestodofurtherresearchonwhetherthecompanyisanorganizationtheywanttoworkfor.Duringthefollow-upinterviewphase,theinterviewershouldhavespecificgoalsinmindandmaywanttoinviteotherstaffmemberstotakepartintheinterview.Thefollow-upinterviewisusuallythefinalstepbeforeextendinganofferofemploymenttoacandidate.Ifthecandidatepassesmuster,theemployerwillthenextendanofferorallyandinwriting.CommunicatingwithcandidatesnotselectedFollowingupwithcandidateswhowerenotselectedforaposition,particularlythosewhowereinterviewed,isaprofessionalcourtesythatshouldnotbeoverlooked.Providingthosecandidateswitharespectfulrejectionlettercanmaintaingoodwillandincreasethelikelihoodacandidatewillconsiderfuturejobopeningswithyourcompanythatmaybeabetterfit.SeeWhyHR'Ghosting'WastesCompanyResourcesandWhatshouldanemployertellacandidatewhoisnotselectedfortheposition? 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