PERSONNEL(LY) SPEAKING
A Monthly Newsletter from
Personnel Management Systems, Inc.
January 2002
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Interviewing
In the New Year, many employers are beginning the process of hiring new employees. While the slightly higher unemployment
rate may result in more applicants for open position, this places more pressure on hiring managers to carefully screen applicants
and conduct interviews that result in a successful hire.
The Interview Process
Interviews are an opportunity to uncover the information you need to make a good match between an applicant and an open
position. However, to adequately evaluate an applicant for a position, you must first thoroughly review the position requirements
and determine the skills, experiences, and education that are necessary to perform the job duties. This evaluation should be
completed well before the applicant arrives for his or her interview.
After you understand your company’s needs, create an interview plan. In addition to the typical interview questions, we have
found that behavioral interviews produce the best results for determining an applicant’s match to a job. Behavioral interviewing is
based on the premise that the best predictor of future behavior is past behavior. In other words, if the applicant had a skill and
the ability to apply that skill in the past, the applicant will most likely have that skill and ability again. Behavioral interviewing
requires the applicant to give specific, real-life examples of when he or she demonstrated a skill that is important to the job for
which he or she is interviewing.
To elicit behavioral examples, draft job-related questions that will prompt the applicant to give these types of answers. With a
little thought you can change most standard interview questions into questions that probe for behaviors. For example, the
question “How would you motivate a co-worker or subordinate” could become “Give me an example of a time when you
successfully improved a subordinate’s job motivation.”
Next, arrange the interview environment to limit interruptions. This allows you to concentrate on the task at hand – finding out
what you need to know about the applicant. In addition, set aside adequate time for the interview - neither you nor the applicant
will do well if you are rushed. It is better to reschedule the appointment if your time is too limited. Remember, you are making an
important hiring decision.
Now that you are ready to conduct the interview, use rapport-building questions to put the applicant at ease. Interviewing is
stressful and you will not get a good understanding of the applicant if he or she is too tense to provide thoughtful answers to your
questions. Ask open-ended questions to get the candidate talking – you need more information than a “yes” and “no” answer.
Remember to be quiet and listen to the applicant’s responses. Let the applicant do the talking; it is impossible to get behavioral examples from a candidate if you do all the talking.
Use your intuition to ask better questions. If the applicant gives you conflicting information, follow up on the applicant’s
responses. Use this opportunity to validate or disprove your initial impression of the candidate. Remember that no one candidate
is absolutely perfect and, generally, no one candidate is absolutely bad. Before the applicant leaves, ask yourself if you have
enough information to adequately evaluate the applicant’s qualifications for the job.
Avoiding Improper Interview Questions
Various federal laws make it illegal for employers to discriminate based on race, color, sex, national origin, religion, age, veterans
status, and pregnancy. In addition, state and local laws add other protected classes such as marital status, sexual orientation, and
political ideology. So, how do you avoid inadvertently asking the wrong question? Answer: Focus on work-related situations
and avoid discussion of the applicant’s personal life.
To give you an idea of how “innocent” questions could cause problems, consider the following examples:
Example: “I see that you are pregnant – so am I! When are you due?” Problem: No matter how excited you may be for
someone who is pregnant, it is illegal to discriminate based on pregnancy. If you do not hire this applicant, the applicant may
believe your decision was based on her pregnancy.
Example: “I love your accent. Where are you from?” Or, “Your resume notes you are fluent in Spanish. Is that your native
language?” Problem: These questions inquire into national origin. Again, if you do not hire the applicant, the issue may be
discrimination.
Example: “Your resume says you worked for the Lutheran Society. Do you have to attend the Lutheran Church to work there?”
Problem: This question probes into the candidate’s religion. If discussing a position that is listed on the applicant’s resume, focus
your questions on work-related issues. Do you really need to know if the applicant attends church to learn if the position helped
the applicant develop valuable skills?
Interviewing can be stressful for the interviewer and the candidate. As the interviewer, you can reduce this anxiety by taking a
well thought out approach to the interview, setting the candidate at ease, and asking questions that probe only about the
individual’s ability to perform the job. If you need any assistance with interviewing or would like to have training on interviewing
skills conducted for your managers, call PMSI.
Personnel(ly) Speaking is a monthly comment on HR issues of importance. It is intended to provide general information and must not be construed as legal advice. Reproductions are allowed
as long as credit for this information is given to PMSI. We welcome your comments, questions, and concerns. © PERSONNEL MANAGEMENT SYSTEMS, INC., Corporate Office (425)
576-1900, Colorado Office (720) 497-0200, www.hrpmsi.com.
