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B Verify information. Good for checking details already known
Ask questions to check information provided or given in response to an earlier question.
on the CV or application form. Closed questions (eg Would you be able
Probe any gaps in the candidates career. to start next week?) are used to establish
facts and clarify specific points.
Ask for details on levels of responsibility,
Good for finding out single facts or
and costs and sizes of projects.
restricting a candidate who is rambling.
Find out who else worked with the
candidate on these projects. Reflective questions (eg Am I right in
saying your work involves you in?)
Ask about the candidates skills, and seek repeat what the candidate said.
recent examples of how the candidate has
Good for checking the accuracy of your
used them at work.
understanding, summarising and leading
C Explore the candidates potential. to a close.
Build on the information in the CV and Situational questions (eg Suppose you
the responses already given. were asked to do?) pose alternative
scenarios or viewpoints.
Ask candidates to:
Good for getting the candidate to
Identify their main strengths and most consider different possibilities or ways
important experiences. of working.
Discuss the skills they need to develop.
B Destructive interviewing techniques can
Outline how they will add value to the mean that you lose good people you should
company if they get the job. have been able to recruit.
D Provide information to the candidate. Destructive behaviour reflects badly on the
Give more detail on the scope of the job interviewers and your company.
and your expectations. Offensive remarks (eg You werent paid
Invite questions on the nature of the job, much in your last job).
terms and conditions, and the company. Personal remarks (eg I like the colour of
Ask candidates if they have any comments your jacket).
to make or if there is anything else they Multiple questions (eg When did you do
wish to say. that, why, what was the outcome?).
Be prepared to explain to the candidate Multiple questions can be used to
why you asked a particular question. test listening ability, concentration and
intelligence, but often just lead to
E Bring the interview to an end. confusion.
Establish whether or not the candidate is Unfocused behaviour is both unproductive
still interested. and rude.
Confirm that referees may be contacted. For example yawning, gazing out of the
Tell the candidate how and when the window, writing letters, taking telephone
decision will be made and how it will calls or interrupting the interview to deal
be communicated. with more urgent matters.
Check you have accurate contact details.
Listening
Questioning A Listen actively and concentrate on what is
being said.
A Different types of question can be used
to reveal different kinds of information. Avoid thinking about how you are going
to respond or phrase the next question.
Open questions which cannot be
answered with a simple yes or no Resist the temptation to talk too much.
encourage candidates to talk (eg What B Observe behaviour.
does your current role involve?).
You may be able to tell if candidates are
Good for exploring and gathering
confident, or are unsure of their ground.
information.
Avoid jumping to conclusions.
Probing questions (eg Exactly what
happened next?) aim to clarify what is Check any impressions you form by asking
meant by the answer to an open question. a probing question (see 4A).
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C Keep notes to help you remember the should be decided at the beginning.
individual candidates. Once the criteria have been identified they
The candidates you see first and last tend can be used for recruitment advertising,
to be remembered better than the others. shortlisting and designing the interview.
Notes provide the information you need C Failing to explore key skills and knowledge
for the assessment. They will also act as can lead to disastrous appointments.
evidence if decisions need to be justified.
See 7D. Do not assume that someone who
appears to have many years experience
Summarise your notes after each in a technical area (eg finance) can
interview, while it is fresh in your mind. therefore do this job (see 2A).
Try to provide brief, factual and helpful Do not expect to find the ideal candidate
feedback to unsuccessful candidates. who will hit the ground running.
Most people will require an induction if
they are appointed. Be prepared to
Common mistakes overcome any shortcomings with initial
training.
A Keeping candidates waiting says all the
wrong things about your business. G Avoid being taken in by candidates with
good interview skills.
Do not let the interview go beyond its
allotted time or allow interruptions to Look for evidence of ability and potential.
delay another candidate. Do not rely on the interview alone.
B Not focusing on selection criteria leads to Gather information from a number of
subjective and arbitrary decisions. selection methods. Test skills as objectively
as possible and obtain factual information
How the final decision will be made from previous employers.
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