Conducting an Effective Selection Interview Michael Hackney and Brian H. Kleiner How to Acquire Applicants An important part of the selection process is attracting amiable, qualified people for the open position. There is not one right, guaranteed method used to accomplish this goal. The following is a list of common avenues taken to acquire or attract strong candidates for the position[1]. ● Local newspaper advertisement (e.g., Daily Breeze). ● Major Newspaper advertisement (e.g., Sunday LA Times). ● Professional recruiting agency; ● Advertisement in professional magazines. ● Word-of-mouth. ● Promotion from within the company. ● Temporary to permanent. ● College recruiting. ● Family referral. ● Employee referral (friends of an existing employee). ● Walk-in applicant. There is no clear advantage for using any one method. Before choosing a method, the employer must take into consideration the nature of the open position, the amount of money it will cost to acquire candidates, and the time frame given to fill the position. The most popular methods used to acquire candidates for interviewing is to advertise in newspapers, gather refer8 Work Study rals, and promote from within. For many positions, employee recommendation of a friend or previous co-worker is preferred. In theory, an employee would not recommend someone they think would do poorly on the job because they would want their opinion to be respected in the future. One company is so “radical” about this belief that the CEO refuses to hire anyone unless an employee already knows that person[2]. This is a clever way to create a strong workforce because employees will hold each other accountable. In other positions, using an employment agency may be most desired. No matter which method is chosen, all the above have potential in helping employers acquire candidates. Figuring the Cost of Hiring How much does it cost to hire someone? Much more than one may originally think. It not only costs in actual, real dollars but also in employee time. Outlined below are cost (time and dollars) areas to consider[1]. (1) Recruiting cost: ● newspaper advertisement; ● agency; ● temporary agency; ● employee referral reward. (2) Interviewing process: ● Vol. 43 No. 7, 1994, pp. pp. 8-13, © MCB University Press, 0043-8022 time spent on personnel screening and testing; ● time spent on interviewing; ● time spent checking. on reference The cost of hiring and training solidifies the importance of hiring the right person for the position the first time because this will save the company in future rehiring and retraining costs. It is imperative that the hiring process be performed thoroughly and accurately. The cost to advertise in a local Sunday paper ranges from $100 to $300. The Sunday Times will range from $1,000 to $1,400 for a simple “no frills” advertisement. Hiring someone referred from an agency costs from $8,000 to $15,000[1]. A temporary to permanent “buyout” ranges from $1,000 to $2,200. These dollar figures do not account for interview, hiring, and training costs, which far exceed interview acquisition costs. Preparing for the Interview The most important aspect of hiring, next to the interview itself is preparation. The following two steps will prepare the employer for affective interviewing. When done properly, these steps work in conjunction with each other. They are: (1) Analysing of résumés; (2) Pre-planning the interview. Analysing Résumés Before discussion begins on how to analyse résumés, one must consider how much emphasis the résumé plays in the hiring process. The résumé is a tool only to be used as an attentiongetter and a means for allowing an applicant to get his/her foot into the door. It can be considered a reflection of the candidate’s true person, but the interview should be the real test[2]. Many an executive (some with help) knows how to prepare an impressive résumé. But in face-to-face confrontation (interview) it may become apparent to a perceptive manager that he totally lacks the attributes required for a particular position…an application or résumé gives a knowledgeable interviewer an accurate picture of the person he/she will shortly see…what an applicant does not say about himself may be far more revealing than what he/she does say [in the interview] if you know how to find it…interview is your basic method of securing the information you need to make a final judgment[3, p. 46]. So what do you do with those 75 résumés received after advertising in the LA Times? At the very minimum half of these résumés should be eliminated; otherwise, you will place a tremendous burden on the personnel department to screen through countless applicants. On the other side of the coin, you do not want to eliminate a good candidate by passing over his/her résumé. The next few paragraphs give guidelines on how to discriminate between the good and the bad résumés. Before analysing the résumé, the most important task to perform is to decide what type of employee you are looking for and what will be their minimum qualifications[2]. After determining minimum qualifications, you can measure each résumé against the following list. If a résumé meets or exceeds these qualifications, it has passed the initial test; otherwise, the résumé should be “screened out”. Listed below is a list of things to consider when analysing a résumé or application. (1) Be aware of “functional” résumés – very general, no dates of employment, etc. (2) Be aware of “qualifiers” – phrases such as “knowledge of”, “assisted with”[4]. (3) Be sensitive to sour grapes – résumés which indicates bitterness about past jobs[5]. (4) Notice sloppiness – misspelled words, a copy of the résumé (not an original)[4]. (5) Do not read more into a résumé than is already there. If a skill is not listed on the résumé, it means the applicant lacks that skill[4]. (6) Look for a willingness to work hard[4]. (7) Be careful with an employee that distributes an overly long résumé[5]. (8) Be careful when a candidate issues an unusual size or color of résumé[5]. (9) Do not consider a candidate who issues their résumé on company stationery[5]. (10) Note the skill and logic they demonstrate in providing information on an application[4]. (11) The ability to write intelligently on an application and résumé[3, p. 49]. (12) Search for signs of self-reliance and initiative[3, p. 49]. (13) Review reasons for leaving the last job[3, p. 50]. (14) Evaluate intelligence as indicated by his/her application or résumé[3, p. 50]. (15) Weigh candidate’s educational background[3, p. 50]. (16) Do not pass final judgement in advance[3, p. 50]. (17) Check the applicant’s employment history. Look for job hopping, similarities of career[3, p. 50]. Pre-planning the Interview Analysing the résumés and choosing the right applicants to interview is not enough to guarantee successful interviews. An interview thoroughly planned ahead of time can increase the odds of selecting the right person for the job. Preplanning for the interview begins the same way as résumé analysis – knowing the desired qualities of the person you want to hire. Résumé analysis only allows you to look for tangible qualities (education, work background, etc.), whereas the interview allows an opportunity to look beyond the tangible – attitudes, work ethics, personality, etc. Before going further you must spend time thinking of the tangible and intangible qualities you are looking for in the eventual employee. Make a list of all tangible qualities desired: college degree, computer hardware and software knowledge and skills, management background, market/ product knowledge, etc. Next, look at your existing personnel within your department and company. Ask yourself, what type of person would best fit in that position? One with an aggressive personality or more passive? Does the position require an outspoken person? Conservative versus liberal? Many times these principles are overlooked. Tangible qualities (or lack of) are easier to train or retrain than trying to change a person’s ingrained personalities and ideals. Let’s be realistic. You will rarely find a candidate who meets all the requirements on your list. A candidate must possess the absolute qualities necessary to carry out the job at hand. In retrospect, a candidate lacking only trivial characteristics should not necessarily be rejected. The next step in preplanning the interview is to determine what questions to ask during the interview. When developing the list of questions, you should go back and review your qualifications list. The questions asked should be phrased in such a way that when responded to, will clearly let you know if the candidate will meet a certain qualification from your list. Appendix 1 lists a sample pool of questions which could be used in an interview. Questions should vary depending on the position you are hiring. After the list of interview questions are developed, it is a good idea to write under each question the response expected from the applicant. Everything flows back to your qualifications list. What kind of response to the question asked would generally meet your qualifications? For example, a question might be, “Pick something technical you learned recently. Describe specifically how you learned this”. You might be looking for a person who is a “go getter”, self teaching. Therefore, the response would be, “looking for learning methodology, e.g. self-taught rather than depending on instruction from others”[2]. A well-rounded interview will include some sort of testing. Testing is another step which, if used properly, WS November, 1994 9 will help to uncover unspoken talents and clarify if a person can meet specific tangible job requirements. For example, you might administer a typing test to a potential secretary, a writing assignment to a potential technical writer, or a small programming algorithm assignment to a software engineer. Find a test which best suits a “technical qualification” of the job. Design the test where it would take an average qualified applicant seven-toten minutes to complete. Appendix 2 represents a sample programmer’s test[2]. Lastly, develop an evaluation sheet to keep score of each applicant. There are numerous scoring systems which can be devised. The evaluation check list should be tied somehow to your original qualifications sheet. Some of the areas to cover within the check list are education, job experience, individual characteristics (appearance, personality, communication skills), specific technical skills, management skills, etc. Again, your evaluation list should correlate with desired tangible and intangible qualities. Appendix 3 illustrates a sample check list. Ratings are based on an “excellent” to “unsatisfactory” scale with “excellent” weighing more heavily on the scale (5 : 1). If used correctly, the evaluation check list should directly correlate with the person you decide to hire. When all of these steps have been followed, you are ready to administer the interview. This last section will cover the dos and the don’ts, the whens and the hows of selection interviewing. The Selection Interview The goal of the selection interview is to find the best suitable person for the job through a series of questions/ answers, discussions, and testing. If you have done your work beforehand (preplanning),the interview itself will be much easier and the proper selection decision much more likely. Review the qualifications that you have set for the future employee to have. Always keep your questions centred on the qualifications of the candidate. There is no set time for which an interview should last although an average interview will last from 20 to 50 minutes. In order to ensure yourself a successful interview, you must set the right atmosphere. In the relatively short time which is available to hear the applicant’s story, you must quickly establish 10 Work Study a pleasant, relaxed atmosphere in which the applicant, sure of your interest and attention, is encouraged to talk about him/herself. Your manner and tone of voice are most important in creating the proper interview climate. Also, you must be able to concentrate entirely on the discussion. Privacy is vital, so take steps to avoid any possible interruptions. For example, hold the interview behind closed doors and have your secretary hold your calls. Any interference with conversational continuity destroys the effectiveness of the interview. “Look for something you have in common with the ” applicant Just as important as creating the right atmosphere for the interview is “breaking the ice” or making the applicant feel comfortable from the start. How is this accomplished? Most agree that you immediately look for something you have in common with the applicant. Whether it is a distinguishing clothes item or something unique discovered in their résumé, lock onto this for a short time to break any barriers and to calm the applicant’s nerves. …always introduce myself to the applicant when he enters my office. Many are nervous and everything seems to fly from their memories. I have to put them at ease, so I begin the discussion by mentioning some mutual experience that I have learned about from my study of the application blank or résumé. Nearly always the response is favorable and much of the applicant’s nervous tension is removed. He begins to talk pleasantly about a subject with which we are both familiar. If you can break the ice quickly, and get the interview rolling, you are on the right track”[3, p. 54]. Don’ts of Interviewing Before discussing the “dos” of an interview, a list of “don’ts” will be addressed. This list was compiled through the reading of research documentation, interviews and personal experience[3, pp. 71-3]. (1) Do not be too formal – if you are “too formal” a cold atmosphere may be created and the applicant could freeze up. (2) Do not use a pencil too often – you can throw the applicant off stride if they see you are recording every word of the conversation. (3) Do not let manner, tone of voice or gesture reveal your thinking. (4) Do not be bogged down by bias (a subject to be discussed further in this article). (5) Do not be impatient. Leave plenty of time open for the interview, so you will not be in a hurry to run to something else. (6) Do not tell applicants you are rejecting them for personal reasons. (7) Do not oversell the position to persuade someone to take it. (8) Do not ask multiple questions. Make them short and simple. (9) Do not fail to match the job to the man/woman. If you think an applicant is overqualified for a job, rule him/her out. (10) Do not prolong an interview. If the applicant is clearly not qualified, then cut it short. (11) Be careful about asking personal questions: age, marital status, number of children, religion, etc. Most questions related to these issues are by law not to be a part of the decision process. (12) Do not talk about yourself. Give all the attention to the candidate. (13) Do not start off the interview by describing the functions of the position. Wait until the end, when and only if you feel that candidate is qualified to fill the position. The employee might “tune” his/her answers to your questions if he/she knows about the job functions beforehand. Stick to the Game Plan In order to guarantee (as much as one can in this situation) a fair interview with each applicant resulting in hiring the “right” person, you must stick with the established game plan. Which game plan is that? The one you develop before the first interview: qualifications list, interview questions, test materials, etc. One manager admitted he later regretted hiring certain persons. When asked what happened, his reply was “that he didn’t stick to his game plan”. In one case he was overly impressed with the candidate’s educational background and that the test and some questions were bypassed[2]. Even if you deviate from the questions on your sheet for a short time, always come back to the list to guarantee all areas are covered. Be careful not to be so rigid with the questions that the interview does not run smoothly. “It is the mark of an experienced interviewer to adapt his method to the man and individualize his techniques”[3, p. 34]. “The language used in questioning from the standpoint of vocabulary and terminology should be geared to the educational attainments, experience, and knowledge of the prospect; communications should be at eye-level and ear-level both ways. A skilful interviewer knows how to appear natural to the applicant; he neither talks up nor down and carefully avoids technical phrases or expressions that may not be understood… intelligent flexibility is an interviewing requisite”[3, p. 50]. New questions will arise from the applicants’ responses to preset questions. Let the interview flow in this manner, always keeping in mind your qualifications. “Actually your object is to encourage the applicant to talk, and so long as he is giving you pertinent information, all you have to do is sit back and listen. If he strays from the subject, you can ask another question to steer him back into the proper conversational direction. When you are satisfied that you have heard enough about a certain topic, simply wait for an appropriate pause, and then ask a question on the next item you wish to discuss”[3, p. 30]. Your goal is to determine whether the applicant will meet your requirements for the position. Sticking to the game plan should bring you to this conclusion. Beginning the Interview A good way to begin an interview is to allow the applicant to speak about him/herself. “Tell me about yourself.”’ This type of question from the start will reveal the applicants’ ability to communicate, while you learn the basic abilities of this person. Another reference suggests “a sensible beginning is to select some aspect of the applicant’s experience and ask a direct question about it. “I see you were employed at the ZX company for five years…tell me about your job there…these are kinds of questions that generally get the applicant talking”[3, p. 39]. Taking Interview Notes As stated before in the “don’ts of an interview”, you do not want to be caught writing too many notes. This can break the flow of the interview and cause the candidate to “freeze up”. Your questionnaire and evaluation sheet should be designed in such a way that only a check mark or short sentence will describe the candidates’ capabilities. “Do not get caught in the trap of writing too little and relying on ” memory At the same time do not get caught in the trap of writing too little and relying too much on memory. You can avoid getting applicants’ qualities mixed up after several interviews. It is suggested that Appendices 1 and 3 be used for questionnaire and evaluation lists. These lists were designed for quick and easy note taking. Listening During an interview, employers can be guilty of not listening. Lack of concentration can lead someone straight to his/her forthcoming vacation in the Hawaiian Islands leaving the applicant far behind. It is imperative to work out ways which ensure that your full attention is focused on the applicant during the interview. You not only need to listen to what the applicant is saying, but also to what they are not saying, and what they actually mean. The book How to Get Results from Interviewing suggests several listening principles in interviewing[3, pp. 41-5]. (1) Provide an environment that permits concentration…you require the privacy and quiet of a comfortable relaxing room. You should also do everything possible to prevent distractions or interruptions. (2) Give the applicant your full interest – if you are not interested in what a speaker is saying, it is difficult to listen to him/her. (3) Ask questions in proper sequence. Never skip backwards and forwards without plan or pattern. (4) Organize what you hear. If you have prepared yourself properly for the interview and developed your powers of concentration to the point where you can listen attentively for a long period of time, if you have asked the questions in proper sequence… you have organized the interview in such a way that you can listen with interpretive perception. In a sense you have heard behind his/her words and are therefore able to make shrewd inferences form the interview as a whole as to his/her motives, and interests. (5) Develop the discipline of concentration. (6) Listen for the meaning behind the words. If an applicant uses a word or an expression which is not the one you would have chosen to explain what you think is his/her idea, do not take it for granted you understand his meaning, ask for clarification. (7) Avoid the fast rebuttal. Listen objectively, give him/her time to reply and think. (8) Use questions as a spur to concentration. If you find your attention is straying from the trend of the discussions, wait for the right moment and ask a suitable question to pull back your attention. (9) Listen for basic ideas. Cut through the smoke screen of superficialities and superfluous detail to hear the heart of ideas. (10) The pause in the interview. Do not worry if there is a pause in the WS November, 1994 11 interview. The pause may mean the applicant is further thinking about his response. Give the applicant plenty of time to think through and respond. Jumping in with another question at every pause will only leave you with an incomplete interview. Interview Bias A challenge for the interviewer is to keep bias out of the interview. One manager said that it was difficult to deal with just because of physical preference. Another manager claimed, “Everyone seems to be biased in some way or another”[1]. To avoid biased decisions (e.g. beauty over qualifications), stick to the “game plan”. Ask all the questions, and administer the test no matter how beautiful the applicant may be. “A challenge for the interviewer is to keep bias out of the ” interview Do not deviate! This way the qualifications of the applicant will shine brighter than any specific trait which might cause biased feelings. How Many People Should Interview There is no hard and fast rule regarding the number of company personnel to be involved in applicant interviews. The general rule is, involve as few persons as possible while still guaranteeing a good decision. If you have done your homework, less people will need to be involved in the process. The chosen applicant will be directly working for you, no one else. Only allow your superior to interview your top few candidates. If the job is somewhat technical and you are not qualified to determine if the applicant possesses that particular skill, then request that a qualified company employee deter12 Work Study mine that for you. Send the “top” candidates to the technical person for further evaluation. Before interviews begin, decide which people will need to be involved in the interview process. Interview Evaluation Once the interview is completed, it is time to evaluate the applicant’s suitability for employment. All things should be considered: how did they answer your questions, how well did they do on the applied test, did their qualifications meet those on your list? How to Get Results from Interviewing summarizes the evaluation process well. “Your questioning has given you some insight into his motives, intelligence, and attitudes. You have knowledge of his educational attainments and his past experience…You can also make estimates of his attributes and short comings”[3, p. 68-70]. The following guidelines may be useful:. (1) Look at the whole man. All humans are a mixture of faults, virtues, strengths and weaknesses. Simply because you have uncovered some of the applicants defects, do not permit this to distort your judgement. (2) Use checks and balances. Try to avoid building a mold into which the applicant must fit before you will consider him/her. Compensatory qualities, experiences, or abilities often make up for deficiencies. (3) Seek the successful combination. Since no two people are alike, flexibility in judgement is required in selecting a job applicant. (4) Pay attention to essentials. Past performances are still the best predictor of future accomplishments. (5) Analyse the significance of the information. Every word the applicant has spoken during the interview – even what he/she has left unsaid – is an indication of the type of person he/she is. References 1. Interview with Hans Assarian, Personnel Manager, American Magnetics Corp., 740 Watsoncenter Rd, Carson, CA 90745, 25 April 1991. 2. Interview with Tom Hessler, Software Engineering Director, American Magnetics Corp., 740 Watsoncenter Rd, Carson, CA 90745, 18 April 1991. 3. Black, J.M., How to Get Results from Interviewing, Robert E. Krieger Publishing Company, Malabar, FL, 1982. 4. Half, R., “10 tips for Analyzing a Résumé”, The Practical Accountant, July 1987, p. 77. 5. Davison, J.P., “How to Read between the Lines of a Résumé”, The Practical Accountant, August 1985, pp. 68-9. Further Reading Daniel, C., “Science, System, or Hunch: Alternative Approaches to Improving Employee Selection”, Public Personnel Management, Vol. 15 No. 1, Spring 1986, pp. 1-9. Dvorak, D.F., “References, Résumés, and other Lies”, Executive Exchange, June 1987, p. 25. McDade, S.M., “Interviewing Savvy”, Management Solutions, February 1988, pp. 21-22. Appendix 1: Interview Questionsa Are you still considering a move from your present job? Why? Have you worked on a project team before? Describe your role and duties on the team. Pick your best work attribute. Describe how it affected a recent project. Pick your worst attribute. Pick something technical you learned recently. Describe specifically how you learned. Describe a specific situation in which your perspective or philosophy differed significantly from that of your manager. Describe how you handled the situation. How would you handle it now? When are you available for work? Conclusion Do you have a computer at home? Enough cannot be said about the importance of the selection interview. When carried out properly, there is a strong probability that the right applicant will be hired. A company full of the “right” employees in the “right” positions will create the makings of a very successful firm. It all begins with a well-constructed selection interview. When do you say a project is “done”, “finished?” Describe some activities you were involved in on a typical day. Describe some problems you encountered. How did you resolve them? Describe your one major contribution to the company Describe your major strength, your major weakness What area do you seek to improve or develop? Appendix 2: Example Test Question Problem Outline We wish to develop a flow chart for a program which will merge two sequential files. What do you like about your current boss? What do you dislike about him/her? How would your boss describe you? What can you add about yourself that would convince me to hire you? In your application you say you majored in English at Utah State. Why did you select English? What college courses gave you the most trouble? In which ones did you do the best? What extracurricular activities interested you most? Did you enjoy college life? Input File 1: A non-continuous sequence of ASCII numbers in ascending order of the following format: Bytes 1-6 Description An ASCII number in the range 0-999999 File 2: A non-continuous sequence of ASCII numbers in ascending order of the same format as File 1. Output File 3: A non-continuous sequence of ASCII numbers in ascending order of the same format as file 1. In what accomplishments on your last job did you take most pride? For what kind of company do you think you can do your best work? Did you ever become involved in emergency situations and work long hours under pressure? Tell me about such an experience. Suppose you take this job. What are your long-range ambitions? In other words, what job would you like to have ten years from now? aQuestions samples derived from[1,2 and 3]. a. Education completed b. Applicable prior work experience c. Education in progress 2. Personal characteristics a. Appearance b. Assertive c. Positive d. Initiative e. Poised 3. Skills level a. Accuracy b. Verbal communication c. Written presentation d. Detailed minded e. Organized 4. Other observations If you had to do it over again would you major in English? In your application you aren’t too clear about why you left your last job. How about telling me some of the reasons? Rating 1. Résumé/job application data Appendix 3: Candidate Interview Evaluation Candidate name: a. Within reasonable travel distance b. Likelihood of staying c. Self-presentation Interviewer name: d. Promotable Date/time: e. Punctuality f. Other Position applied for: Rating scale: 5 = Excellent 5. Comments a. Would you hire candidate (yes = 5, no = 1) 4 = Very good 3 = Acceptable 2 = Fair 1 = Unsatisfactory Michael Hackney and Brian H. Kleiner are based in the Department of Management, School of Business Administration and Economics, California State University, Fullerton, California, USA. Blank = not evaluated WS November, 1994 13