The interview, either via telephone or in person, is the most important aspect of the process. Take time to plan the interview and to compile core interview questions. To ensure a professional approach while interviewing, it is recommended that the committee follow a structured/patterned interview plan in which the same general questions and same standards are used with all candidates. Questions related to race, religion, age, national origin, sex, sexual orientation, or disabilities are inappropriate at any time during the interviewing process. There is additional information on questions to ask or to avoid in the Appendices Section. An interview is more productive if the purposes are kept in focus.
Being prepared and attention to detail will increase the effectiveness of the interview. If one has only a short time to prepare for an interview, there are still effective ways to prepare. Minimally, one should consider using the 10-Minute Pre-Interview Checklist*, in the Appendices Section as an effective way to prepare.
To prevent unnecessary expenses, it is prudent to find out before the on-campus interview whether the individual is interested in accepting the position, that the range of salary meets his/her requirements.
General suggestions for the interview include:
There is research which suggests that most people form an opinion of a candidate within five minutes of the initial meeting. One important point to remember during the interview is the importance of seeking disconfirming evidence, i.e. to disconfirm your "first impressions."
Some method should be devised to record the highlights of the interview and in due course, the decisions made. Enough information should be noted so that one is able to remember who each applicant is, what makes one different from another and how each applicant measures up to the specifications for the job.
Ask a wide variety of questions to gain information about the candidate's jobs skills. Ask probing questions, such as "Describe a time when. . .", "Give us an example of. . .", or "Describe the most significant report/written document/ presentation which you have had to complete." These questions can serve as guides to help develop questions which target specific skill requirements of the position.
Questions related to race, religion, age, national origin, sex, sexual orientation, or disabilities are inappropriate at any time during the interviewing process. To ensure a professional approach while interviewing, it is recommended that the committee follow a structured interview plan in which the same general questions and same standards are used with all candidates. Personal questions have been (sometimes subconsciously) used in a discriminatory manner. Avoid them, especially during any "informal" time under the guise of being friendly. Neither men nor women should be asked about their marital status, whether they have children, personal relationships, etc. Use any extra time to describe the University’s mission, programs, campus art and/or other cultural activities, facilities, history, etc.
In general, questions and issues relevant to the position may be:
The following suggestions have been proposed in many of the reference sources on this topic as being helpful to ensure that no federal or state equal employment opportunity laws are violated in the interview:
See Appendices Section for additional sample interview questions and questions to avoid.
In order to keep an interview on track and achieve proper balance, the committee should have a clock in viewing distance. Time spent on various aspects of the interview should also be planned, i.e., 55 to 65 minutes on work history, 15 to 20 minutes on education, etc. These simple suggestions ensure the information needed is gathered, and that the interviewee and committee remain on schedule.
There are two useful techniques which can also be used to control the interview--the use of an interview guide and interruption controls. A written interview guide provides a list of the important factors to be covered, the sequence of the discussion, and protects against the omission of important items. The second technique is used when the applicant offers too much irrelevant detail or gets off-track. Obviously, it must be used subtly so that applicants do not realize they are being interrupted. An interruption can be softened by using a phrase such as, "That's interesting. Can you tell me then... " which serves as a lead-in to another question or topic.
In summary, experts say the most productive interviews will be structured, planned in advance, and executed with discipline.
Telephone Interview. Telephone interviews can be more difficult to conduct, as one does not have the benefit of seeing the person's reactions to the questions. Some of the same suggestions follow through to telephone interviews. Take the time to establish rapport with the individual. Ask probing, credible questions, and be a good listener. And remember, you may not ask the candidate any illegal questions, such as those regarding marital status, etc.
On-Campus Interview. It will save time and money in the long run if one can find out before the on-campus interview whether the individual is interested in accepting the position, and/or that the range of salary meets his/her requirements.
In addition to our learning about the candidates, we want to provide an opportunity for them to receive any information that might be important from their point of view. Candidates may appreciate being able to inquire about particular campus and community activities. Packets of information about the community may be provided, using materials from the Chamber of Commerce or other resources.
Ending the interview. To avoid falling into casual conversations which may lead to inappropriate questions, end the interview effectively. Use phrases, such as "You have given us about all the information we need. Do you have any questions to ask of us?" Respond to any pertinent inquiries; explain to the applicant what is next for him/her. Be frank--if applicant is still in the running, give some idea as to when the decision is likely to be reached. By the time the job applicants have reached the final selection interview, they have already passed a careful evaluation of their knowledge, skills and abilities and are considered to possess at least minimum requirements for the particular job. The purpose of a final interview is to gather additional information on the applicant’s job-related knowledge, skills and abilities that will be helpful in selecting the individual most qualified for the position. The interview plays a crucial role in the selection of the right employee.
Please Note: If you have eliminated all but one applicant during the screening process, you are still required to interview the top candidate.
Applicants who qualify for veteran’s preference must receive an initial interview.
There are several ways to conduct an interview:
Developing the Interview Questions
The knowledge, skills and abilities listed in the job announcement are the foundation for developing your interview questions. Questions should be formulated to reveal and provide specific information concerning the knowledge, skills and abilities required for a new employee to be successful on the job. As an interviewer, you must evaluate the same general criteria for each applicant and ask each applicant the same set of core questions. An interview that follows a general standard outline will produce more reliable and valid information for selection, will allow for valid comparisons among applicants, and is less likely to run afoul of laws and regulations governing the selection process.
Please contact the Human Resources Director for assistance in preparing for and conducting the final interviews, if needed.
Guidelines for Conducting Final Interviews
*Stephen D. Bruce, Face to Face - Every Manager's Guide to Better Interviewing, (Bureau of Law & Business, Inc., 1984), 1.