Interview Guide for Employers
How to plan an interview and the questions you need to ask.
Introduction
Contents
Overview of the Interview Process.........3
Planning the Interview............................4
Conducting the Interview........................7
Post Interview........................................10
Fail to prepare and prepare to fail
A job interview is probably the most critical point of the selection process.
It provides a valuable opportunity for you and the candidate to learn more
about each other and learn more about how the candidate might perform
in the specific position to be filled.
Candidates also have a right to learn about the job for which they are
interviewed. You can get the most from the interview by carefully planning
in advance what you want to learn from candidates as well as what they will
need to learn from you.
2
Overview of the Interview Process
-
Defining the job description and person specification
-
Making the decision
-
Deciding on the selection panel
-
Following up of references
-
Deciding on the selection method/s to be used
-
Informing management about the final
-
Shortlisting
recommendations for ratification
-
Informing people who have not been shortlisted
-
Writing a letter of offer to the successful candidate
-
Informing people who have been shortlisted of the -
Writing to the unsuccessful candidates
selection procedure
-
Coordinating the handover to the person or people -
Planning and preparing for the interviews
responsible for induction
-
Conducting the interviews (or other selection methods where they are being used)
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3
Planning the Interview
Interviews can be just as stressful for interviewers as the interviewee. Good planning will reduce anxiety and therefore
enable panel members to give their full attention to the actual interview. Before the interview, the panel needs to take
time together to sort out the following:
Clarifying and agreeing selection
criteria
Planning questions
treatment of one candidate compared to
From their agreed understanding of the
another of a different age, gender, marital
The selection criteria should be taken from
selection criteria then develop a limited set of
status etc. Questions should deal with a
the person specification. The panel need
specific questions pertaining to the essential
candidate’s skills, talents, qualifications and
to take time to ensure that they are all
duties and responsibilities of the position
help him or her demonstrate their capacity to
agreed on these criteria with a common
to probe for the candidate’s strengths and
do the job.
understanding of what they mean. Develop
weaknesses. The interview is for a limited
an interview marking form (see Appendix I
time so it is essential that each question
The panel should decide in advance who will
for sample) for each member of the panel
is focused and purposeful. The questions
ask which questions and in what order. The
with the names of the candidates and a
should be designed to make sure that the
panel also needs to clarify what information
list of the criteria. The panel should assess
panel gets the information needed to assess
they should give to the candidates during the
each candidate against each criterion. They
whether this person will be the most suitable
course of the interview, for example:
usually do this individually directly after the
for the position.
- Terms and conditions: It is important that
interview.
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Interview questions should only relate to the
the panel is clear about the range of terms
job requirements. When framing questions
and conditions being offered. Be clear
employment and equality legislation should
about the period of probation, if there are
be borne in mind. Care should be taken to
unsocial hours to be worked, the nature of the
avoid questions whose content or wording
contract, permanent or fixed term, and the
might be perceived as giving rise to unequal
salary scale.
- Making the decision: It is good to be explicit
they are working as a team throughout
useful to tell each candidate the plan for the
about the timing of the decision-making and
the day as necessary and make changes
interview at the outset.
how the decision is to be communicated to
accordingly
the candidates.
- To facilitate the panel discussion and
decision making process
Timetable for the interviews
It is wise not to cram too many interviews
Interview practice
into one day, six to eight at maximum. To
If one or more members of the interview
The panel as a team
make the best selection and to be fair to all
panel have not interviewed before it is helpful
The panel needs to work together as a
candidates the interview panel needs to be
to practise agreed questions to check that
team so it is very helpful for members to
able to maintain attention and remember all
they are clear and well communicated. Role
consider in advance how they will deal with
the interviews with equal clarity.
plays are very useful for practising interview
potential problems and disagreements. They
skills.
also need to ensure that they have shared
There should be a copy of the timetable
understanding of what equal opportunities
for the day, with the timing and spacing of
interviewing entails. It is advisable to discuss
interviews, breaks and running order with
Roles on the interview panel
how they can interrupt each other if they
the candidates’ names, for each member
The panel needs to allocate roles,
think it is necessary. It helps to take time
of the panel and for the person working
responsibilities and question areas. It is
after the first interview to evaluate how
on reception. The length of interviews
important not to stereotype members of the
it went and how the panel are working
depends on the job and is usually from half
panel in the process. It is advisable to have a
together.
an hour up to an hour. It is essential to give
the panel adequate time to ascertain fully
chairperson of the panel. The four key tasks
Structure of the interview
the interviewee’s skills and experience in
The interview should be planned so that it
each of the requirements specified in the
- To facilitate the panel in planning the
relates directly to the job description, the
person specification. If there are two sets of
interview process together
person specification and the candidate. If it
interviews for a position the first is usually
- To facilitate and direct the interviews
is a large panel it is important to ensure that
shorter and the second is longer, giving the
according to the agreed structure and timing
the interview is not just a series of short,
panel an opportunity to explore areas in
- To ensure that the panel reflects on how
superficial exchanges with each member. It is
greater depth.
of the chairperson are:
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6
Venue and physical environment
have time for reflection and note-taking after
References
The physical environment for the interview
each interview as people forget things easily.
It is important to clarify in advance what
and for candidates waiting to be interviewed
At the end of all the interviews, the panel
status will be given to references and at what
is very important. The furniture in the
should take time to make their decision by
stage in the selection process they will be
interview room should be arranged to help
comparing their assessments and discussing
sought. Generally references are not seen
both the candidates and the interview panel
each candidate. If the panel have used an
as a source of objective information so they
concentrate, feel comfortable and be at ease.
interview marking form, the final decision
should be weighted accordingly. References
Put up notices that indicate the interview
may be on the basis of this.
are most useful for checking out factual
and waiting rooms are in use and ensure
information, e.g. qualifications, length of
that there will be no interruptions during the
service, sick leave record, attendance record,
interviews. Make sure that there is somebody
Records
terms and conditions and reasons for leaving
to let the candidates in, get them a cup of
The following official records should be
a job.
tea or coffee and show them where the
kept for six months after the interviews are
bathroom is.
completed in order to be able to deal with
It is advisable to plan what information is
any subsequent complaints:
required of referees and not to ask for more
•
Job description
than is necessary.
Agreeing a decision-making
procedure
•
Person specification
•
Job advertisement
It is important to consider the possibility that
The panel also needs to agree in advance how
•
Application forms
a negative reference may be due to personal
they will make a decision. It is recommended
•
Shortlisting procedure
bias. In the case of a negative reference about
that the panel takes time after each interview
•
Selection criteria
a candidate who the panel considers very
to score candidates individually according to
•
General framework for questions as planned
suitable, it may be necessary to check it out
each of the selection criteria and then to have
in advance and where possible particular
further by discussing it with the candidate
a short collective discussion. Members should
questions that arose during the interview
to get his/her version of events. One of the
be reminded that in order to ensure fairness
•
Interview assessments for each candidate
referees should be the candidate’s current or
their assessments must be made on the basis
•
References
last employer.
of evidence from the interview rather than
•
Any correspondence with candidates
gut reactions or intuition. It is essential to
•
Final decision and the reason for making it.
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Conducting the Interview
Interview Structure
questions or to add any points or further
• After establishing rapport and describing
1. Introduce interviewers and explain the
information.
the job and its requirements to the candidate,
let the candidate do most of the talking.
format of the interview.
2. Check that the candidate is clear about
8. Tell the candidate when to expect
• It is important that you pay attention to the
information on the outcome.
candidate. Do not let your mind wander or
think ahead to the next question instead of
the job and give information about the
organisation and the terms and conditions of
9. Thank the candidate and close the
listening to what the candidate is saying.
service.
interview.
• Occasionally, restating a candidate’s reply or
observation in your own words may be useful.
• As noted previously, it is always a good
3. Ask the candidate to explain his/her
Controlling the Interview
technique to ask questions that require more
Above provides a good framework for
than a simple “yes” or “no” answer. Your
4. Clarify information in the candidate’s
conducting effective and consistent
questioning should encourage the candidate
application form or CV.
employment interviews. However, in order
to communicate information that will shed
for it to help you obtain the information you
light on his or her capability to perform the
5. Seek additional information about the
need to make a sound employment decision;
job effectively.
candidate’s skills, experience and other
you must have control over the interview.
interest in the job and suitability for it.
details relevant to the person specification.
Establishing and maintaining control of
6. Ask the candidate further questions in
the interview requires effective listening
order to assess the extent to which s/he
combined with good questioning techniques.
meets the criteria in the person specification.
• The key to effective listening is for you to do
7. Give the candidate an opportunity to ask
minimal talking during the interview.
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Topics to Cover
and association memberships, and volunteer
communicate to them.
Attempt to gain knowledge about the
work, may be revealing.
• Tell me about a time when you worked
candidate’s career growth, stability,
with people from a culture unlike your own.
achievement, interpersonal skills and interest
What did you do to overcome any perceived
Sample Interview Questions
barriers to communication?
General
• Have you ever dealt with customers that are
Work Experience
• What do you know about our company?
in the wrong? Give me a specific example and
Compare the duties and responsibilities,
• Why do you want to move to our company?
the outcome?
supervision and the candidate’s likes and
• What role are your applying for?
• What do you think that the company’s
dislikes of past and present positions with
• What will you be doing on a day to day basis
customers want?
the position you are seeking to fill. Question
in this role?
in the position. Examine the following areas:
Personal Adaptability, Energy and Resilience
the candidate on his or her progress and
salary increases. Also find out the candidate’s
Influencing or Persuading Others
• Tell me about a time when your work or an
reasons for leaving a past or current job.
• Tell me about a time when you were able to
idea was criticised.
change someone’s viewpoint significantly.
• Tell me about a time when you felt
Relevance of Education
• Tell me about a time when you were asked
frustrated by your work.
A person’s educational choices can reveal
to do something that you disagreed with.
• Describe something creative that you’ve
done.
important aspects of his or her personality,
motivation, character and interests. Key
Interpersonal and Team Skills
• What has been your most satisfying/
areas include: subjects studied, academic
• What skills and personal qualities have you
disappointing experience?
performance, class offices held, night school
contributed to the teams you have been part
• What are your strengths?
attendance and work experience while in
of?
• What are your weaknesses?
school.
• What qualities do you admire most in
• Tell me about a time when things were
others?
particularly hectic? How did you feel?
Outside Interests
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•What steps did you take to deal with the
Because a candidate has the freedom to
Communication Skills
choose leisure activities, when relevant to the
• Tell me about a time when someone
job, outside interests, such as organisation
misunderstood what you were attempting to
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pressure?
Self-management, Self-motivation and Self-
Conflict Management and Ethics
Ability, Competence and Achievement
knowledge
• Tell me about a difficult customer or a
• What two or three accomplishments have
• What have you done that shows initiative
customer complaint that you have dealt with.
given you the most satisfaction? Why?
and willingness to work?
• How do you resolve conflict in the groups or
• Tell us about a time when you had more
• What are the two most significant
teams that you have membership of?
to do than you could complete in the time
allocated: tell us what you did about it and
accomplishments in your career so far?
• What do you expect to be earning in 5
Personal and Career Objectives
what the outcome was.
years?
• What are your short and long-term goals?
• What are your strengths?
• In the past year, what have you been
• When and why did you establish these
• What are your weaknesses?
dissatisfied about in your performance?
goals and how are you preparing yourself to
• What motivates you to put forth your
achieve them?
Stress Questions
greatest effort?
• What do you see yourself doing 5 years
• Describe a time you failed.
from now?
• How do you react to stress?
• Tell me how you organise your work and
Knowledge of the Organisation and Role
Ending
schedule your time.
• What skills and personal qualities are
• What is your notice period and salary
essential for success in this role?
expectations?
Problem Solving and Decision Making
• Why did you apply for this position?
• Are you looking at other roles at present?
• Tell me about a difficult decision that you
• What do you know about our industry?
• What questions do you have for us?
have made.
• What do you know about our organisation?
Administrative Skills
• Tell me about a time when you had
conflicting priorities and what you did to
resolve them.
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9
Post Interview
The post-interview process should consist, of
because if your first choice turns down the
5. Notify unsuccessful candidates
the following elements:
position, you may have trouble remembering
Good HR practice and common courtesy
the merits of the other candidates.
require that you inform candidates not
1. Record your observations
selected of your decision and thank them for
Immediately after each interview, take time
3. Make the hiring decision
to summarize the observations made during
Review all the information you have obtained
the course of the interview. Note your
on the candidates. Consider the following
observations right away, so you can assess
factors in arriving at your final decision:
each candidate more objectively against the
• Ability to do the work.
requirements of the job and not subjectively
• Interest in doing the job.
against the preceding or succeeding
• Potential for growth.
candidates.
• Ability to adjust to the job environment.
2. Narrow the field
After careful thought, make the decision to
After you have interviewed all the scheduled
hire or not to hire. A valid selection occurs
candidates and before you make your final
when the “merit and fitness” of the candidate
hiring decision, narrow the field to those you
are the primary determining factors in the
would consider hiring for the position. Don’t
decision. Inform HR of your choice.
centre all consideration around one person
and exclude all others from contention,
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4. Notify the selected candidate
their interest.
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