Resource Information for Supervisors & Managers
Strictly Classified
An Informational Bulletin Published by the Personnel Commission
Effective Applicant Interviewing
Applicants for permanent classified positions must meet minimum entrance qualifications and pass an exam to
have their names placed on a hiring list. Although this process filters out a number of applicants allowing only
the most qualified to compete for available positions, the selection interview process remains an important
component. Bringing in employees that possess not only the technical skills, but also the personal qualities required by the position is essential to establishing an effective workforce. If completed appropriately, the interview process offers supervisors an opportunity to assemble a staff that will assist them to accomplish their department’s goals.
PRIOR TO THE INTERVIEW
Conducting successful interviews requires forethought and planning. Prior to holding interviews supervisors
should:
• Review the class specification published by the Personnel Commission to have a clear understanding of the
types of duties that are appropriate for the position you are hiring for.
• Using the class specification as a guideline, create a description detailing the specific duties and responsibilities that will be assigned to the position.
• Determine the qualities and skills that are important to finding an employee who will make a positive contribution to the department.
• Meet with the hiring committee prior to holding interviews to review expectations, compile a list of questions to ask candidates, and establish criteria for assessing candidates to ensure consistency.
DURING THE INTERVIEW
While reviewing applications and resumes prior to holding interviews is important for assessing skills and experience, developing a list of open-ended questions that will allow candidates to tell the committee about their
knowledge and abilities is essential for finding a good match for the department. Hiring committees should
avoid:
• Asking simple yes/no questions as they don’t allow the committee to get to know the candidate.
MEMBERS OF THE PERSONNEL COMMISSION
James A. Srott, Chair
October 2006
David Iwata
Calvin W. Hall, Ed.D.
Karen Martin, Personnel Director
(213) 891-2333
•
Making discriminatory statements or inquiring about the applicant’s personal life (such as asking about
disabilities, plans to have a family, or how many illness days have been taken in the past year) as they may
suggest illegal bias.
Examples of good questions to ask in order assess the candidates abilities include:
• Tell us about a situation in which you developed an innovative solution to a work-related problem. (This
will provide an indication of whether or not an employee is able to think outside of the box to address
problems and increase efficiency.)
• In your past experience as a student or employee, what standards to did you set for doing a good job? How
did you determine these standards? (This question will tell the committee about the candidates work ethic,
as well as whether or not the employee has high standards.)
• What kind of environment do you work best in ? (This will let you know if the pace and setting of the department will match the candidate’s strengths.)
• Provide an example of how you addressed a difficult situation with a coworker who you did not get along
with. (This question will point to how the applicant handles conflict at work).
• Why do you think you are a good match for this position? (This will give candidates an opportunity to describe in their own words their strengths, skills, and abilities.)
FOLLOWING THE INTERVIEW
Based on the criteria established prior to the interview, work with the hiring committee to determine which
candidate best meets the desired qualifications. Make sure to check employment references. Keep in mind
that while experience and skills are an important element, it is also important to select someone who will be a
team player, maintain a positive attitude, set high standards, and thrive in the department’s environment.