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GUIDANCE NOTES - INTERVIEWS
The objective of interviews is to:
Match the person to the job
Exchange information with the candidate
Ensure each candidate is given a fair opportunity
Leave a good impression of the Council
Method
The interview is a two way process. It is a structured conversation, designed to extract specific information about experience relevant to a specific job. The time restriction dictates a need to focus on key areas, i.e. The gap between the information you already have from the job description, person specification, application form, any assessments and the information you need to make a decision.
Remember
Clarify any details from the application form.
Ask the right questions to gain concrete evidence whilst being fair to candidates. Candidates will want to display positive characteristics and you will need to uncover any possible weaknesses.
Preparation
Plan the structure and content of the interview in advance.
Consider the environment and housekeeping such as reception, privacy and seating arrangements.
Allow breaks between candidates for review and writing up notes.
Be realistic about how many interviews you can conduct in one day - ensure you are as alert for the last candidate as you were for the first.
Make arrangements between each interview to ensure you collect any relevant documentation from each candidate, ie. Qualification certificates, proof of eligibility to work in the UK.
Conducting the Interview
Introduction - set the agenda for the candidate so that they are aware of what is going to happen and in what order. If you plan to make notes during the interview, tell the candidate this so that they do not find it offputting.
GUIDANCE NOTES - INTERVIEWS (continued)
Be structured - control the direction of the interview to meet your original objective. Ask questions that will enable you to assess the candidate against your person specification.
Consider non-verbal signs such as body language, eye contact etc.
Each candidate needs to be given an opportunity to ask questions of the panel and time for this should be allowed when deciding the duration of the interview timetable.
Notes of the candidates' response must be kept by one or more panel members. Any notes should be factual and objective. Candidates are entitled to request to see any notes made during their interview under the Data Protection Act 1998.
At the end of the interview, the candidate should be informed of what will happen next and when they will be informed of the outcome. Candidates must be advised of the conditions upon which any offer would be made.
What Questions to Ask?
Whilst questions asked can vary between candidates to suit their particular circumstances and work experience, the criteria that you are testing should be the same for each candidate.
Do not be afraid to probe further into any questions that were not answered adequately to enable you to fully assess the candidate against your essential requirements.
Interview questions must be related to the requirements and circumstances of the job and should not include inappropriate questions with regard to a candidate's domestic or personal circumstances, or cultural background. Unacceptable questions include those relating to marital status, plans for having children, childcare arrangements or spouse's occupation. Candidates should not be asked if their social customs or religious practices may affect their ability to undertake the duties of the post, nor should the different social interests of people from different racial groups be permitted to influence the selection process. It is also considered inappropriate to ask questions concerning candidates' religious beliefs, racial origins or background.
Review candidates' employment histories to probe career gaps and to spot those candidates who have a number of jobs in unexplained sequence.
The following pages gives details of the types of questions and some suggested interview questions.
GUIDANCE NOTES - INTERVIEWS (continued)
EFFECTIVE QUESTIONING TECHNIQUES
The Open Question
This is one of the most useful styles of questioning. It usually starts with:
Describe…
Tell…
Explain…
The individual can then offer what he thinks is most important - ensure questions are not too broad.
The Follow-up or Probe Question
This form of question is used when you want to explore something in more depth, or do not have enough information and you would like to pick up on a remark.
“Please tell me more about …”
“That sounds interesting, can you expand that for me?”
The Closed Question
This requires a short, specific answer, e.g.
“Which colour do you prefer?”
“Did you like the Production Department?”
This is a good approach to use in order to check facts or understanding or to gather specific information. It is also useful to put a brake on an over-talkative individual. Be careful not to use too many or you will sound as if you are interrogating the candidate!
The Funnel Technique
The open, probing and closed questioning techniques can be used in conjunction to form a funnel approach to a subject.
The Comparison Question
People find this easier to answer than direct questions about their likes and dislikes. It is a very useful question for exploring attitudes and feelings
“How did your time in Company X compare with your time in Company Y?”
The Objective Question
“How much time do you spend doing …?”
may be more informative than
“How strong is your interest in …?”
The Reflecting Question
This type of question is used to summarise and check both interpretation and understanding, e.g.
“So as I understand it, you have been ….. Is that right?”
The “Difficult” Question
Do not be afraid of asking a difficult question. Ask when a good rapport has been established using a sensitive, neutral and friendly style. Use non-threatening body language.
The Final Question
Such a question can lead to important additional information, e.g.
“Is there anything that we have not covered this afternoon that you would like to talk about?”
GUIDANCE NOTES - INTERVIEWS (continued)
SAMPLE INTERVIEW QUESTIONS
Planning and Organisation
How do you prioritise your work? Can you give me an example?
Think of a situation when something went wrong - How did you tackle it?
Teamwork
What steps do you take to make sure you play a full part as a member of your team?
Which sort of teams do you enjoy working in the most/least? Why?
Motivation
What do you enjoy about your current job?
What attracts you to the job?
Describe a situation where you have taken responsibility for a task. What were the satisfactions and dissatisfactions?
Tolerance of Stress
When in the last year have you been most upset with yourself/someone else?
How do you normally deal with change? Give me an example.
Flexibility/Influencing
What two methods do you tend to use when selling ideas?
Tell me about a situation where an unexpected opportunity arose - What action did you take?
Decisiveness
When has a decision you made not gone to plan? Explain.
What types of decisions do you take in your present job?
What methods do you use to make your decisions?
Assertiveness
When have you had to go against general feelings to accomplish a goal? Tell me about it.
Describe a situation when you were put on the spot by a customer/manager - through no fault of your own. What action did you take?
Work Standards
How do you personally set performance standards in your work?
In your position, how do you define completing a good job?
Initiative
Have you found a way to make your job easier? Tell me about it.
How do you get X to generate new ideas?
Problems Analysis
How do you know when you have reached the true problem?
What problems have you been able to recognise before others in the department?
Awareness
We all upset people at times. Tell me about an instance when you feel you upset someone (at work). How did you correct it?
Describe a situation where you have had to deal with a difficult customer. What was the outcome?
OPEN questions to gather broad information
PROBING questions to get more specific
CLOSED questions to confirm facts