Page 11 - Vance Business Professional

In today’s market, a successful employee knows there are many employment options
available. A thriving business market has made the hiring process increasingly competitive, as organizations vie for the strongest candidates. As a result, talented candidates are often in the enviable position of being able to choose between several offers.
Numerous books, articles and training materials have been
written to advise people on how
to successfully interview for a job. However, the role of the interviewer is just as important to the success of the interview process. In fact, the more prepared an interviewer is the more likely an organization can hire the best and brightest talent.
sought as well as the interpersonal skills and behavior traits being sought. This information may seem obvious and yet when people are busy they may not have the position top of mind when going into a conversation. So, make it easy for your interviewer and equip them for success.
Provide interviewers with detailed information on the candidate. This may include resumes, social media bios, cover letters, writing samples and references. Interviewers should have access to and re- view as much information about the candidate as possible prior to the interview. This background information is very useful to inter- viewers as it can provide topics for discussion during the interview.
Let the interviewers know what their role is in the interview pro- cess. Let them know if there are specific questions you want them
to ask; if there are particular skills and traits they are watching for in the candidate’s responses or if there is specific information you want them to convey to the candidate.
During the Interview
Most attorneys and executives are not interviewing experts and could benefit from receiving some general guidelines on how to conduct interviews. Specifically, they should be encour- aged to:
Build a rapport with the candidate. At the same time that the candidate is being evaluated, he or she is also evaluating the organization, its atmosphere and its people. A candidate who is at ease in an interview is much more likely to speak freely and share information that will enhance the information gathering process.
Ask open-ended questions. Open-ended questions – typical- ly questions that begin with why, how or what – are designed to allow the candidate to express themselves more fully, and enable the interviewer to gather more information on the candidate. The more interviewers can ask open-ended questions pertain- ing to the candidate’s specific background and achievements, the more the candidate will see a genuine interest by interviewer and organization.
Listen. If the interviewer speaks for 25 of the 30 minutes of the allotted interview period rather than spending a substantial amount of time listening, the candidate will likely come away from the interview feeling concerned about the interviewer’s ap- parent lack of interest in the candidate. At the same time, the interviewer did not gather sufficient information about the can- didate to make an informed judgment as to whether the can- didate would be the best fit for the job. While some sharing of information by the interviewer is needed in order to promote the business, ideally the parties will engage in a back-and-forth discussion – allowing both parties the opportunity to speak and exchange information.
After the Interview
Gather comments from the interviewers as soon as possible. Interviewers should write out their notes and comments about a candidate as soon as the interview is completed in order to me- morialize their thoughts in the most accurate manner.
Follow up with strong candidates in a timely fashion. Momen- tum can be favorable to an organization and it is common for individuals to perceive any delay on the part of an organization as a lack of interest. It can be challenging for firms to ensure that interviews are accomplished as effectively as possible. Neverthe- less, there are some steps that an organization can take to help ensure the success of the interview process. An organization’s ability to accomplish a prepared interview can be the difference between an informed hiring decision and a costly mistake.
Jodi Standke is CEO of Talon Performance Group, Inc., a legal tal- ent management firm. Contact Jodi Standke at (612) 827-5165 or at [email protected].
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