The polished interviewer

ANYONE CAN CONDUCT A SUCCESSFUL JOB INTERVIEW IF THEY UNDERSTAND THERE'S MORE TO IT THAN JUST ASKING THE RIGHT QUESTIONS

Given the proliferation of literature on the art of hiring and interviewing, it's no wonder that human resources professionals are getting better at asking the right questions when interviewing job applicants.

A number of human resources specialists have adopted the behavioral description interviewing technique — asking applicants how they performed in the past to determine if they will be able to perform effectively in the future. In other words, if juggling priorities is key in the job, they ask applicants if they ever tackled a number of assignments simultaneously and, if so, how they made their decisions, what obstacles they faced, how it turned out and, in hindsight, what they would have done differently.

While it is great that interviewers are getting more information to do their jobs and are feeling more at ease in their roles, they must be reminded that there is more to interviewing than asking questions. A number of components should not be neglected.

Establish rapport with the candidate
Most interactions, whether personal or professional, begin with small talk. In an interview situation, small talk will serve to reduce a job applicant's anxiety and maybe even that of the interviewer. It is important to eliminate all forbidden subjects from your repertoire (such as race, religion, family status, ethnic background, age) because, even in a conversational manner, it may appear that you are trying to elicit information. Play it safe and stick to such topics as the weather or a noncontroversial current event item.

Once you break the ice, that would be a good time to outline the agenda for the interview. If you let the applicant know you will ask questions first and that he or she will have an opportunity to ask questions afterward, it may help the individual relax and better focus on the matter at hand.

Promoting your organization
The interview is an ideal time to boast about the things your company does well. The key to promoting your organization to potential employees (and to potential customers for that matter) is to focus on what is meaningful to the individual you are speaking with, not necessarily describing the organization's features and accomplishments you are most proud of. Take a moment to get into the applicant's head. What would be important to you if you were sitting in that chair? We know from research on the subject that interviewees are impressed with organizations that offer challenging assignments, invest in the development and training of their employees, provide job security, believe in the value of a healthy work/ life balance and offer continuous feedback on performance.

Look at your organization and determine honestly what you can offer of interest to new employees and talk about that with them. However, bear in mind it is not enough to simply state that your organization believes in certain programs or philosophies or will see to it that employee needs will be met. Just as applicants are coached to back up all statements with examples, so are they looking for others to do the same.

If the fact that your organization offers challenging job assignments is what distinguishes it from others in your industry, say so –– but give concrete examples. Describe some of those assignments and how frequently they come up and when one might be available. If your company is big on providing performance feedback, outline its policy and procedures with respect to when employees can expect to have these discussions, and in what form they will be.

Virtually every applicant wants to work for an organization that takes an interest in him or her and will help him or her to achieve success. Outline in detail how you would do this for this individual and give examples of how your company has helped other employees reach their unique goals.

There may be times that you sense an applicant is not interested in the things included here. You may think you have the greatest performance appraisal system in the world, but if the interviewee doesn't consider that crucial, don't waste time discussing it. In previous columns, we have stressed the importance of becoming familiar with the unique needs and preferences of employees by asking about them. It is no different in an interview situation. Ask applicants what they are looking for in a potential employer, what they are prepared to contribute and what they expect in return. Tailor your response to their reply.

Answering questions
An important part of the interview process is when you invite applicants to ask questions. If you do your sales job correctly, you will have already answered some of those questions. That is a good thing, because it sends the message that you are both on the same wavelength.

However, there will likely still be things that you have not been able to anticipate. There are numerous websites offering advice to would-be job applicants on how

to conduct themselves during an interview. Included in this information is a recommended list of questions that applicants should ask: how would you describe your company culture? What kind of turnover do you have? To what do you attribute the turnover? What characteristic best describes individuals who are successful in this position? What makes your organization different from its competitors?

And when applicants do pose such questions, here are some suggestions how to respond to their concerns:

• Be honest. It's better that applicants know up-front what is possible. They may decide that they can live without a previous demand, or not. Either way, you have clearly indicated you can be trusted.
• Be prepared to give specific examples. Do not generalize. If you do, you will sound like every other organization they have talked to and not very convincing.
• If you're stumped, admit it. If you are not sure how to answer, you may want to say you'll think about it or discuss it with your colleagues and get back to them. In fact, this might be a good excuse for you to make contact again.
• Ask the interviewees if you've answered their question. If necessary, invite them to seek further clarification.
• Pay attention to their reactions. Are they genuinely interested in your answers or are they just following interview etiquette? Follow up by asking why they are interested in a particular issue.
• Treat the applicant with respect. Many of us have been in a situation where it became apparent in a very short time that an individual did not have the qualifications needed for the position. Or perhaps they made it clear early on in the interview that they aspired to something the company could not offer them.

Applicants should not be made to feel they are wasting our time. That individual has taken the time and has made an effort to come to the interview. In turn, an interviewer should show appreciation by taking an interest in them and sharing information about what the company does. Not only is it the right thing to do, but it is also an opportunity to promote your organization and to make a connection that for a variety of reasons may be profitable some time in the future.

Taking notes
It is highly recommended that human resources recruiters take notes during the interview to have an accurate recollection of what transpired. A brief explanation — not an apology — to the candidate is all that is required. The interviewer may extend an invitation to the applicant to do the same.

Wrapping up
Approximately one hour has passed and it is time to wrap up the interview. First, let the candidates know what the next steps are likely to be. Is another interview required? Are there more candidates to be seen? When can they expect to hear from you?

Invite the candidates to contact you if they require additional information. Finally, escort them to the door (most of the time your office isn't as easy to navigate as you might think it is) and thank them for their time.

Conducting interviews is a skill. It is one that everyone can be good at if they take the time to prepare, consider all the details and consult those with more experience when necessary.

Carolyn Cohen, CA, MSW, runs a training and human resources consulting practice in Toronto and is CAmagazine's Technical Editor for People management. She can be reached at c.cohen@sympatico.ca