Interviews
Interviews are extensively used in the selection process, and are a good way for employers and candidates to exchange information
Why use interviews?
The benefits of using interviews for the organisation are:
- to describe the job and its responsibilities in more detail
- to assess the candidate's ability to perform in the role and their match to the essential and desired criteria
- to discuss other job-related details such as start dates, training provisions, terms and conditions
- to present a positive impression of the organisation
The benefits to candidates are:
- the ability to ask questions about the job and the organisation
- to demonstrate their abilities
- to meet employers in person
- to assess the role and the organisation
Types of interview
Options
There are different types of interviews. Here are some of the most popular options.
Interview tips
A well-conducted interview should consist of the following:
the interview panel should ideally be between three and six people; large panels can be intimidating and small ones can introduce personal bias
panel members should divulge any personal knowledge of applicants or any vested interests
panel members should be as diverse as possible to allow for multiple perspectives
assessors should receive training in interviewing and diversity awareness
selection panel members should be assigned clearly defined roles and questions for interviewing
candidates should be assessed against various criteria taken from the job and person specification
the process should have consistency; all candidates should be asked the same questions and marked on the same scoring system
all selection decisions and notes during interviews need to be justified and should be kept on file for a minimum of twelve months
allow candidates to ask questions and make sure interviewers have relevant information at hand
tell the candidate when you will make a decision
the selection process should be reviewed periodically
invite candidates to state any special requirements in advance
Structuring the interview
A structured interview should:
- ensure all interviewers know which questions they are asking
- ask all candidates the same questions
- score all answers by a rating system
- focus questions on the attributes and behaviours required in the job
Interview questions
It is best to avoid asking closed questions which produce 'Yes' or 'No' responses. For example, 'Do you have experience of...?' Ask open questions beginning with 'what', 'when', 'why', 'where' and 'how'. These encourage candidates to expand on their experiences and abilities. Be mindful of asking questions that give away the answer you are looking for. For example, 'Describe how you would work in an organisation that works to tight deadlines?' Ask one question at a time, asking multiple questions may potentially confuse candidates.
Styles of questions to consider:
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Hypothetical questions – these involve asking candidates how they would react or behave in hypothetical situations, for example: 'What would you do in a situation where...?' However, there is a danger of candidates giving pre-prepared answers
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Behavioural questions – these are questions that focus on candidates' past experiences in order to draw out specific examples of abilities and skills related to the job. For example, 'Describe an occasion when you have demonstrated your problem-solving skills?' These can then be used to ask more probing questions such as, 'What were the circumstances that lead up to that point?'
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Stress questions – these are questions aimed at deliberately putting the candidate under stress to see how they perform in such circumstances. Informative, and necessary for some positions, such as doctors in accident and emergency departments, they may be unnecessary for others.
Additional tips:
interview questions should be based on the job specification
interview questions should avoid enquiring about hobbies, social activities, religious and cultural beliefs or practices unless demonstrably relevant
make reference to CVs or application forms for inconsistencies or omissions
Inviting candidates to interview
Good practice to consider:
specify the preferred date, time and place of the interview and include a location map with transport details in correspondence to candidates. Be as flexible as possible so as not to discriminate against those with childcare or religious responsibilities, for example
ask candidates if they have special requirements, for example regarding access or diet if providing food
specify in the correspondence the likely duration of the interview and the interview format
include the names and job titles of the interviewers
give details of other aspects of the proceedings such as tests
state what documents applicants need to bring with them (for example, proof of qualifications)
request the candidates confirm their intention to attend the interview
provide contact details in case a candidate has to cancel
Things to avoid when interviewing
self-fulfilling prophecy – asking questions designed to confirm initial impressions of candidates gained either before the interview or in its early stages; for example, asking for specific experience when it has been made clear by the candidate previously that they only have indirect or general experience
stereotyping – assuming particular characteristics are typical of members of a particular group; for example, considering women as less assertive than men. Decisions like these are illegal
the halo and horns effect – rating candidates as 'good' or 'bad' in general rather than looking at their particular strengths and weaknesses. This can lead to very unbalanced decisions
contrasting – allowing the experience of interviewing one candidate to affect the way others are interviewed later in the selection process; for example, being impressed enough with an early candidate to disregard later candidates without giving them a fair chance to demonstrate their strengths and abilities
the 'similar-to-me' effect – giving preference to candidates perceived as having similar backgrounds, career histories, personalities or attitudes
the personal liking effect – making decisions on the basis of whether you personally like or dislike the candidate rather than on the candidate's merits and abilities
Legal issues
It is important that all interviewers are aware of relevant legislation so they do not ask questions or make judgments that are discriminatory. They also need to realise the importance of good quality notes and record keeping (for example in the instance of a discrimination claim from an unsuccessful candidate.
Terminology
The terminology you use at assessment centres and during the interview can reveal conscious or unconscious biases that are not relevant to the job and can subtly send messages to candidates from particular demographics that they are not welcome. This will not only deter candidates from accepting the position or continuing with the selection process, it can also put you at risk of legal action.
