Interviewing in the Age of Globalization, Diversity and Inclusion.
Interviews are a critical part of the hiring process. But many managers don’t know how to conduct an interview well. In 21st century a hiring manager must be able to simultaneously be a project manager, a strategic business analyst, an dedicated counselor, and an expert in cultural diversity and inclusion.
For those reasons as a hiring manager, you want to surround yourself with the strongest team possible, and one bad hire can drag your team (and your profits) down dramatically. In the interview process, you only have so much time to get to know a person and try to make a judgment call about how well they will function within your team.
Conducting an interview is a major step in the process of hiring an employee.
The interview is an employer’s chance to obtain information from a job candidate that expands on a job application or a resume. It’s also a chance for the applicant to elicit information about the business and the position to help them make a decision as to whether to accept the job offer if one is made. Therefore, it is imperative that you prepare for an interview, particularly if you’re new to the hiring process.
So how can you make the filtering process as effective as possible, and leave yourself only superstars to choose from?
Every time a company announces an opening, they are flooded with tens, and sometimes even thousands of resumes and applicants. Hiring is a difficult process by itself, and having to deal with the need to manage all of this information is many times the reason why bad hires happen when a company feels pressured to fill the job quickly. A good hiring process is so much more than a couple of phone screens and a day of interviews. Give yourself enough time to set up effective screening systems, craft careful questions, and do thorough checks on potential hires. If you spend the time, you will be more confident in your hiring decision. In order to become a successful interviewer you should learn to:
Develop a Relationship: Greet the applicant with a pleasant smile, firm handshake, and a casual statement or two. Outline the interview objectives and structure. For example, say “In the time we have, I would like to…”
Ask the right questions: Verify specific information from the resume. Be certain to use open-ended questions (how, what, when, etc.), and always follow up a yes or no answer with an open-ended question.
Share information about the company and the position: Be sure to do this after you’ve let the applicants answer your interview questions. If you tell the applicants exactly what you’re looking for first, they can adapt their answers to fit what they perceive as your needs.
Talk about the next steps: Thank the candidate for his or her attention and interest. Indicate what the next step will be and the time frame within which it will occur.
Work as part of a team: Only on very rare occasions new employees will work on their own, and generally they will be part of a team. Be sure that as soon as you finish the interview, each interviewer will complete an evaluation form or firm up your notes, noting specific information about the candidate wherever possible. Rate the candidate. This is crucial. You may not trust your memory to recall the detail of the interview at a later point in time.
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