Read: Effective interviewing, part two: the interviewing process

Tribe's people, culture & capability lead, Sandy Gibbs, breaks down the interviewing process in a three-part series. 

 

Part Two – The Interviewing Process

When managing large volumes of applications:

  • Dedicate set time away from your desk and BAU, giving each resume the time it warrants
  • Revisit the role ‘must-haves’ and be familiar with the needs within your team, including skill gaps. Then…
  • Pre-screen!

Why pre-screening and what are you seeking to find out?

  • It’s used to find out information that a resume does not always tell you. I
  • It helps to ensure you’re progressing the best possible candidates to shortlist interview stage, making efficient use of your time
  • Why they are looking
  • What interested them about the role or organisation
  • Why is this the career for them?
  • They adequately have one or two mandatory requirements for the role (evidence-based answers need to be sought)
  • Is the salary/wage expectation aligned
  • What is their availability?
  • What other positions are they currently active against?

Before telephone screening, familiarise yourself again with the resume - don’t ask questions that you can already determine easily from the CV.  First impressions count, both ways! 

Prepare with:

  • Your telephone pre-screen guide relevant to the recruiting line area 
  • Application details (formal responses, if applicable)
  • Resume copy, highlighted with additional questions you need answered
  • Position description

Interviewing is an art, often undervalued and more often than not, ineffectively managed.

Why behavioural interviews are highly valuable

  • Technical skills generally account for approximately 12% of any job!
  • Whilst technical know-how is a prerequisite for a position, it’s often not one of the key competencies for success in that position
  • Past behaviour to predict future behaviour
  • Using behaviour eliminates misunderstandings about the candidate’s past experience
  • Using behaviour prevents personal impressions affecting evaluations
  • Using behaviour reduces candidate’s faking the response
  • Planned behavioural interview questions ensure that you don’t lead the candidate to the “right” answer 
  • Planned behavioural questions will discourage theoretical responses
  • Being clear on the behaviour you need evidence of helps you diagnose the need to probe


Respect internal protocol and your obligation to people.

What not to do:

  • Don’t pay lip service to a process, you need to test the market properly to know you have the best possible employee
  • Don’t proceed with recruitment of a new position without approval
  • Don’t offer a job to a candidate until you are 100% sure, e.g. don’t lead a candidate astray or raise expectations
  • Don’t change your mind after a formal offer is made
  • Never start a candidate on site without a contract being signed
  • Don’t leave candidates wondering! Once your preferred candidate has been offered and accepted a contract, make sure all interviewed, unsuccessful candidates are communicated with in person 
  • Don’t let great potential candidates fall into an abyss! Keep them warm, let your colleagues know about candidates you have met who could be utilised elsewhere
  • Induct new employees properly 
  • Continue engagement with new staff, after all your work, you want them to stay!
  • And remember your obligation under human rights…

This leads us to part three – unconscious bias