How Do We Hire The Right People? - The proper way to conduct a job interview.

INTRODUCTION - An overview:

Greetings. Although it's been a few years since I've held a position requiring me to hire team members, I have hired numerous individuals during my management career. No one becomes an expert on the first day. It takes time to develop the proper skills. Yes. Interviewing individuals is a skill, and the concept of conducting a proper interview has not changed over the years. I chose this topic because I have received emails from time to time from my readers and managers from seminars I am still an active participant in, and stay active by hosting many. The first question is how to hire the right people for the job. I've been asked to discuss hiring practices, interviewing, and evaluating potential candidates and managers.

It takes time to become an excellent interviewer. Color, gender, race, or creed should never enter your interview process. Interviewing potential candidates is selecting the most qualified candidate for the position(s) you are trying to fill. PERIOD!

The powers above dictate many corporations' hiring practices; the individual managers who conduct the interviews usually have the final say. Most corporations want every interview conducted in the same manner and format to avoid being accused of bias or discrimination. However, many interviewers are not well-versed in performing a good interview; therefore, some corporations provide a format for the interviewer to follow for each candidate from which they cannot veer. Some corporations have their HR department screen the applicants before the applications are sent to the person or persons conducting the interview.

There are still areas of the country where finding qualified people is difficult, but where I live in Florida, for example, there are more jobs than people who want to work. Therefore, those conducting interviews sometimes become desperate and will hire anyone, whether qualified or not. In other words, they only put a body where they need one.

That has been, and will always be, a recipe for failure. I submit that there are many jobs where specific qualifications are not required. These are usually labor-related jobs that do not need a particular set of skills or specific knowledge in a certain area. Some call it bull work. That does not make those positions less critical because they are required for those particular tasks. Tasks that are necessary and equally as important when you look at the organization's larger picture. Someone does not need a PhD to load and unload trucks, but further down the chain, the operation will suffer without the workers who can perform these types of tasks. Therefore, every position in any operation is essential, and no position should be undervalued.

A chain is only as strong as its weakest link. Therefore, making the proper selection is critical to the overall operation of any business, regardless of its size or scope. Numerous factors must be considered when hiring someone. Often, I have hired someone with slightly fewer qualifications because they present themselves as more trainable and less set in their ways. These are all skills a good interviewer must possess.

However, you cannot skimp on the family recipe when specific skills or knowledge are required for a particular job opportunity. There is no such thing as "getting by." A brain surgeon cannot just get by. This also applies to people who are promoted to fill a position but do not have the qualifications for that position. The managers who make that fatal mistake find it will ALWAYS come back to bite them. That said, there is an exception to every rule. Sometimes, an interviewer goes on their gut feelings about a potential candidate and is willing to take a chance. These are given and accepted variables as long as the person making the final decision knows of any possible challenges. Any sports coach will tell you they will take a player with heart and slightly fewer skills because you can develop someone's skills, but you cannot give them the heart it takes to get the job done.

The entire process is not without challenges. One major challenge is wages. You may find the perfect candidate, but your company's starting salary isn't high enough. Therefore, the company must decide whether to pay more or keep looking at other candidates. This has always been a challenge in the hiring process. However, many companies are starting to look at their beginning wages because they are learning in the long run, they would save money by hiring someone who can get the job done. Or they may hire someone and have a scheduled wage increase period over time to increase their wages. These are all negotiable issues. Hence, the challenge.

In this discussion, I will explain how to conduct an interview to ensure you are hiring the right person for the job. Interviewing a potential candidate is not for the light-hearted. It requires the interviewer to understand how to read a person and ask questions, keeping in mind that they are also being interviewed. In today's job market, candidates interview the company as much as the company is interviewing them. Keeping these basics in mind, let's begin.

WHAT IS A JOB INTERVIEW?"

A job interview is a formal conversation between a job seeker and a prospective employer, typically conducted to assess the qualifications, skills, and suitability of the candidate for a particular job role. It is a critical step in the hiring process, playing a pivotal role in both the employer's and the candidate's decision-making. Every job interview should have two main objectives.

1. Assessment: Employers use interviews to evaluate candidates' skills, experience, and cultural fit for the organization. Interviews allow them to delve deeper into the candidate's qualifications than what is listed on the resume, as every resume contains some exaggeration.

2. Information Exchange: Interviews allow candidates to learn about the company, its culture, the team they will work with, and the specifics of the job role. They help candidates determine whether the company aligns with their career goals and values.

Many job interviews have only one level, and others may have many. For example, a physiological and face-to-face interview may exist for a particular public service job, such as law enforcement. In the fire service, you may have to go in front of a panel of interviewers at certain promotional levels. With today's technology, we also have video and sometimes phone interviews. There are also job fairs where potential employers can see many possible candidates.

THE INTERVIEW PROCESS:

The interview process typically unfolds in a variety of stages.

1. Preparation: Both the interviewer and candidate prepare for the interview. Candidates research the company, practice answering common interview questions, and formulate questions to ask the interviewer.

2. The Interview: This is the primary interaction, where the interviewer asks questions to evaluate the candidate's capabilities, and the candidate responds, aiming to demonstrate their fit for the role.

3. Post-Interview Evaluation: After the interview, the employer reviews responses and notes to decide whether to proceed with the candidate. This may include comparing candidates against each other and discussing insights with the interview panel.

4. Follow-Up: Candidates often send a thank-you note or email after the interview, expressing gratitude for the opportunity and reiterating their interest in the position. This can leave a positive impression and reinforce their candidacy.

There are many components in the interview process. These may include:

1. The Beginning: Rigorous preparation is critical for candidates. This includes researching the company, understanding the job description, and practicing answers to common interview questions.

2. Professional Presentation: Candidates should dress appropriately and behave professionally, as first impressions are crucial in an interview.

3. Effective Communication: Clear and concise communication is vital. Candidates should be able to articulate their thoughts and experiences confidently.

4. Active Listening: Interviews should be a two-way conversation. Candidates who actively listen demonstrate engagement and the ability to respond thoughtfully to questions.

5. Questioning: Candidates should come prepared with questions about the company, team, and role. This will reflect their interest and provide critical insights to help them make informed decisions.

Truth be told, almost every person conducting an interview asks the same boring questions.

- Tell me about yourself.

- What are your strengths and weaknesses?

- Describe a challenging situation at work and how you handled it.

- Why do you want to work here?

- Where do you see yourself in five years?

Anyone with the gift of gab can impress any interviewer with answers to those questions. Let's face it: do we expect a candidate to say, I stink, I have many weaknesses and few strengths, I've never had a challenging situation, I want a paycheck, and, who knows, I might be dead in five years.

How about getting a bit creative? Any interviewer should know that potential candidates will answer those questions with what they think the interviewer wants to hear. How about these questions instead:

What types of things do you like to do?
What hobbies do you enjoy?
Let me give you a scenario, and tell me how you would handle it.
Tell me what you know about our company.
Are you seeking employment with a company where you can settle and eventually advance within the organization? If so, what might be your goals?

The difference is that you are asking the same questions, but in a manner where the candidate has to think about the answers as they apply to themselves. In the process, you are finding out more about the person.

The interviewer must be able to evaluate the candidate's appearance, whether they are genuine, whether what they hear fits what they are looking for, and whether that fit is right for the company and the individual. Now, for the meat of this post.

HOW SHOULD A PROPER INTERVIEW BE CONDUCTED?:

The interviewer's first job is to make the candidate feel comfortable. This isn't about intimidation. It is about finding the right person for the position. Conducting a proper interview is crucial for hiring for any position within your organization. A well-structured interview not only enables interviewers to gauge the qualifications and fit of a candidate but also reflects the values and professionalism of the organization.

Determining your objectives is essential for interviewers regardless of the position you are trying to fill. Guide your questioning and allow for more focused discussions.

Conduct thorough background research on the interviewee. For job candidates, review their resume, cover letter, and any relevant work experience. This preparation demonstrates professionalism and signals the interviewee that their time is valued.

Create a list of open-ended questions that encourage elaboration and critical thinking. Avoid leading questions that might bias responses. Structure the questions from general topics to specific issues, allowing for a natural flow of conversation. Also, plan for follow-up questions based on potential responses.

Every interview should be organized. Organize the practical aspects of the interview, including the time, location, and format (in-person, phone, or video call). Ensure the environment is conducive to a productive conversation, free from distractions and interruptions. If using technology, test the technology beforehand to avoid technical issues.

Begin the interview by setting a comfortable tone. Introduce yourself and explain the purpose of the interview. Engage in small talk to help the interviewee relax, which can result in a more open and honest conversation.

Throughout the interview, practice active listening. Give the interviewee your full attention, maintain eye contact, and nod to signal understanding. This helps build trust and encourages the interviewee to share more openly.

Utilize your prepared questions but remain flexible to explore interesting topics that arise. Encourage elaboration by asking follow-up questions like "Can you tell me more about that?" or "What led you to that conclusion?". This approach encourages deeper insights into the subject's thoughts and experiences.

Be mindful of the time allocated for the interview. Keep track of the conversation rhythm to ensure all essential topics are covered without rushing. If the interview is going off on a tangent, gently steer it back to the main topics while remaining respectful of the interviewee's thoughts.

Note-taking during the interview can help ensure accurate representation of the interviewee's information later. When interviewing multiple individuals, it is easy to forget something about one individual after speaking with others. Taking notes solves that problem. In addition, some interviewers score each candidate based on their impression at the time of the interview. The scoring makes it easier to evaluate all the candidates when you have completed your interviews. When in doubt, you always have the option to bring someone back for another interview with you and another member of your team for additional input.

As the interview nears completion, allow the interviewee to add any final thoughts or ask questions. This encourages a collaborative feel and shows appreciation for their perspective.

After the interview, review your notes as soon as possible to ensure your impressions and the information gathered are fresh in your mind and accurate. Reflect on what went well in the interview and whether your approach needs improvement.

NOTE: You can also record the interview with explicit consent from the person being interviewed.

Evaluate the information obtained in light of your original objectives. For hiring interviews, compare the responses to the job requirements and culture fit.

Thank the interviewee for their time and insights, either through a personal note or email. This gesture helps establish a positive relationship that could lead to future interactions or networking. Communicate the next steps in the hiring process promptly for job candidates.

IN CLOSING:

Interviewing candidates for a job interview is a skill. A skill that takes time and practice to develop. It is a vital aspect of the hiring process, serving as a platform for candidates and employers to assess mutual suitability. With various formats and approaches, understanding the dynamics of job interviews can empower candidates to present their best selves and navigate the complexities of securing a job in today's competitive market. Whether you are the interviewer or the interviewee, preparation, communication, and authenticity are key ingredients for a successful outcome.

Conducting a proper interview requires careful preparation, active engagement, and thoughtful reflection. Adhering to these guidelines ensures that your interviews are productive, respectful, and informative, ultimately leading to better hiring decisions. Remember, every interview is a chance to build relationships and learn; approach each with an open mind and a genuine interest in the interviewee's perspective.

Interviewing is a responsibility that should not be rushed or taken lightly. Your poor choices can impact you and the company's future due to your lack of interest or failure to conduct proper interviews. As a manager, you cannot hold your team responsible for the tasks they are to perform if you do not hold yourself to the same standard. The key to being a good manager is not having the ability to hire any person; it is having the ability to hire the right person.

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