How to Interview

The interview process provides an opportunity to dig into candidates’ experience and to determine if you have found the right person for the job. But just as candidates are trying to make a great impression, you, too, should be taking this opportunity to make a great first impression of your company.

 

Put the candidate at ease.

 

Interviews are nerve-wracking. Candidates almost feel as if they are going on a first date (“Will they like me?”) Some candidates will come very prepared and confident. Others, even those with impressive resumes, may not interview as well. Taking a few minutes to put the candidate at ease will be appreciated by the candidate, and it will also ensure that you are getting the most accurate representation of the candidate in the interview. Make sure that you tell the applicant how the interview will flow. For example: “I’m going to give you some background on the company, and then we can talk more about your background. We’ll have time at the end to go over any questions you may have, but feel free to jump in while I’m talking if you think of any questions.”

 

Be organized.

 

Few things create a more negative first impression than a disorganized interview process. Just as candidates should show up on time, you should be ready to meet the candidate at the agreed-upon interview time and provide them with your undivided attention. Know what the interview process will look like well before the candidate arrives.

 

Tell your company’s story and your history with the company.

 

Before you start asking the candidate questions, take some time to talk through the history of your company. Why was it founded? Who makes up the leadership team? What does your company strive to do? Talking about your own history with the company not only provides the candidate with relevant information, but it can put the candidate further at ease. Talk about why you joined or started the company, where you would like for it to go, and anything else that might be relevant.

 

Pick out an interview format.

 

Interviews can take on multiple forms, and it’s up to you to decide which interview process best fits your company and the open position:

 

• Informal conversation: You may just summarize your company, then ask the candidate to review his/her background and go from there. Informal interviews typically require less preparation and are less intimidating. This format may be more appropriate for startup environments.
• Formal behavioral interview: Behavioral interviews follow the idea that past behavior predicts future behavior. Behavioral interviews ask candidates questions regarding how they handled past situations rather than “How would you handle (theoretical situation)?” Behavioral interviews are often used in larger companies, especially those that emphasize consistency of interview questions to minimize potential discrimination suits.
• Formal non-behavioral interview: This interview format does not include behavioral questions but remains formal in nature. You come to the interview with specific questions, and the interview takes on more of the formal question-and-answer format versus an informal conversation.

 

Ensure the applicant fully understands the job he or she has applied to.

Be realistic with the positives and negatives of the job. This can be a tricky one because it can be hard to discuss the negative aspects of the job without feeling that you are sabotaging yourself. By providing a realistic job preview, you will weed out candidates who aren’t right for the job, but being realistic with the negatives doesn’t mean slamming your company. Candidates know that no company, and no job, for that matter, is perfect, and they will appreciate your candor.

 

Give the candidate time to talk.

After you have provided an overview of the company and talked about your role within the organization, it’s time to let the candidate talk. Before the candidate starts talking, you might let them know that you may interrupt with some questions along the way. Silence can be awkward, but be patient. Some people just need more time to think about their answers to interview questions, and there is no need to jump in to fill the silence.

 

Stay away from risky or inappropriate questions.

Because you want to know all about the candidate, it may seem natural to ask certain questions that are more personal in nature. In many cases, the candidate may also bring up this information, and it can put the interviewer in an awkward situation. At the interview, you might wonder, “Can I ask this question?” or “Do I act like she didn’t mention this?” As a general rule, you can ask questions about job history and the candidate’s ability to meet the requirements of the role as laid out in the job description: “This job requires you to travel 50% of the time. Would you be able to do that?”  Stay away from asking about personal affiliations, including religious organizations; family members; ages; living conditions; and disabilities. If the candidate brings up this information, just don’t pursue it further. Even non-direct, well-intentioned questions can lead to inadvertently obtaining this information (“What year did you graduate from Smithville High School? My sister is a teacher there you might know.”)

 

Take notes.

Whichever format you decide upon for the interview, remember to take notes. Your memory will not provide an accurate depiction of the interview days or weeks after the fact, and you will rely on those notes to decide next steps with the team. Interview notes can also serve as important documentation if you need to show down the line why you hired one candidate over another. Refrain from including irrelevant and inappropriate information in your notes (“Candidate was wearing shorts” or “Candidate had a South American accent and was hard to understand.”)

 

Provide an honest description of next steps. Then stick with it.

At the end of an interview, let the candidate know what to expect next. Giving clear expectations and then following through provides a positive image of your company. Even a candidate who wasn’t chosen for your position will appreciate receiving a follow-up email thanking them for their time and letting them know that you have chosen another candidate.