Effective Interviewing, Part 2: The Interviewing Process
In Part 2 of this three-part series, Tribe's people, culture and capability lead, Sandy Gibbs, breaks down the interviewing process. Read to learn more.
Part 2 – 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 are they 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.