Content

• To step
• Part 1 of 3: Before the job interview
• Part 2 of 3: During the job interview
• Part 3 of 3: After the interview
• Tips
• Warnings

Conducting job interviews is a time consuming process, but with a little preparation you can make the task easier. Successfully hiring employees starts with the way you conduct a job interview. You are more likely to choose the best candidate for the job if you are well prepared for your conversations with potential new hires. So develop your own interview style according to the needs of your company. Consistency will make it easier to conduct interviews and also make it easier to collect and compare data about applicants.

To step

Part 1 of 3: Before the job interview

1. Prepare for the job interview. Any good surgeon, lawyer or politician will tell you that good preparation pays off. Preparing for the interview allows you to ask specific questions, adopt a professional attitude and have reliable information. Remember that you yourself are being questioned in a certain way, just as you are questioning the candidate. Keep this in mind.
   • Read the job description again. If you have yet to review the duties, skills, and responsibilities, do so now. Make sure the description accurately reflects what is expected of the candidate when he or she is hired.
   • Gather all possible information that the candidate is likely to ask for, including information about the company and business goals, direct colleagues, supervisor, pay scale, and so on.
2. Decide what type of interview you want to conduct. There are a lot of different types of interviews, and many of them are quite different from the standard interview that asks questions like "Where do you see yourself in five years?" Decide on the basis of the job description and the qualifications and skills of the candidates what type of interview you want to conduct.
   • A behavioral interview. Instead of asking a candidate how they would behave in a particular situation, during a behavioral interview, ask questions about how the candidate has behaved in the past. During a behavioral interview, as you may have guessed, a candidate's past behavior is used as an indication of future success.
   • An interview in the form of an audition. During such an interview, the candidate should show evidence of his or her skills by problem solving or by demonstrating his or her skills during the interview. An audition will look a lot different for an engineer, for example, than for a middle management manager.
   • A stress interview. Stress interviews are designed to measure the steadfastness of the candidates. Typically, some intimidating questions are fired at the candidate to pressure him or her. In addition, the interviewer can also stare at the candidate without saying anything or even make him or her wait a long time before the interview starts.
   • An interview with an application committee. This means that several of your colleagues are in and participate in the conversation. This allows you to use different opinions to assess the candidate's performance.
3. Understand the type of candidate you are looking for. Before you come up with questions to ask, consider what your ideal candidate will look like. Is he or she business-like, very efficient and result-oriented? Is he or she a people person who works in a process-oriented way? Or does your ideal candidate have qualities that lie somewhere in between? Knowing what you are looking for and being clear with everyone involved in the selection process will make your job a lot easier.
4. Think of questions about the candidate's knowledge and work experience. Your main goal is to ask questions to learn more about the candidate's personality, skills, motivation, work experience and problem-solving abilities. The types of questions you ask largely depend on the type of interview you are conducting (see Step 2).
   • Ask open-ended questions that begin with "How," "Why," "Tell me" or "What."
   • Ask questions about previous work experience. For example, you could ask "What steps did you take during your job as a controller at [previous employer] to prepare the annual budget?"
   • Learn about skills. Ask questions or give commands such as "Tell me how you would link a database created in Access to a concert website."
   • Find out more about the candidate's performance. Ask "What achievement are you most proud of?"
5. Schedule the conversation. An hour generally gives you enough time to wrap up the conversation without feeling rushed. Do your best to stick to the schedule, especially if you have interviews with multiple candidates during your day.
6. Familiarize yourself with each applicant by going through their papers shortly before the interview. Do this by:
   • Read the candidate's resume and cover letter, as well as the results of any tests or assessments he or she may have undergone earlier in the interview.
   • Contacting any references provided by the candidate when applying and inquiring about such things as previous work experience, personal attitudes and suitability for the position.

Part 2 of 3: During the job interview

1. Set the tone. Thank the candidate for coming and tell them what the interview layout looks like so that the other person knows what to expect. You can keep it vague - "I'm going to ask you some questions about your work experience and then we'll go from there" --- or you can be more detailed.
   • This may also be a good time to tell the candidate a little bit about yourself and your position within the company. Keep it short but make it informative before focusing on the candidate during the interview.
2. Start with a description of the job. Explain the responsibilities and core tasks of the position. Be sure to also discuss any additional requirements, for example, the candidate must be able to sit or stand for extended periods of time, have physical strength, be dexterous or agile, or other things needed to perform specific tasks properly to be able to perform. A candidate may not be able to meet these requirements due to a particular medical condition.
3. Ask the questions you have prepared. Consider the types of questions you can ask during an interview, such as:
   • General or fact-based questions, such as "What technical experience do you have after 5 years in ICT?"
   • Situational or hypothetical questions, such as "How would you deal with a situation where a supervisor would take credit for improvements that you came up with?"
   • Behavioral questions, such as "How have you recently dealt with a situation where you have been criticized?"
4. Take notes during the conversation. You won't be able to remember everything you talked about during the interview afterwards, and the notes will help you compare different candidates later, especially if you've had interviews with many different candidates.
5. During the interview, regularly ask yourself how you feel about the candidate. Part of the interview will depend on previous research and careful analysis, but much of the interview will depend on your sense of whether the candidate can perform well in the position and at the company he or she applied for. This is largely about your intuition. So don't be afraid to use this to assess the candidate.
6. Finish the conversation after all your questions have been answered or when time is running out. Finish the interview when you feel that you have gotten a good picture of the candidate's personality, have received good information and have sufficiently discussed the position.
   • Give the applicant the opportunity to ask additional questions. While questions are not absolutely necessary to make a good impression, many executives responsible for hiring new people believe that candidates who ask questions are more educated, eager to learn, and more motivated to do the job.
   • Let the applicant know when you expect to be done conducting interviews and when he or she can expect a response from you.

Part 3 of 3: After the interview

1. Be honest with yourself about your own performance during the interview when assessing the candidate's performance. Conducting job interviews is an art. Asking the right questions the right way, adopting the right attitude, and being able to tell fact from fiction are all important skills you need to hone in new job interviews. Did you have these skills during the interview? If not, could the candidate benefit from another opportunity to demonstrate his or her skills in a different setting?
2. Develop a classification system that allows you to assess the candidates. This will help you do different things. First, it will help you distinguish between candidates who performed well during the interview and candidates you just like. Second, there will be times when you will hire someone who does not have the right degrees or work experience for the job, but who is the best candidate in the series of interviews you have had.
   • The classification system logically depends on the position and whether the previous supervisor responsible for hiring new employees has developed a similar system. For example, you could base the system on the following aspects:
     
     • Knowledge and proficiency in a certain amount of programming languages.
     • Number of years of managerial experience or the total number of employees for which the candidate was responsible.
     • The number of marketing campaigns set up.
3. First evaluate your applicants based on the job requirements and then by comparing them. Why? Certain candidates may stand out very strongly compared to others but still fail to meet the job requirements. If you urgently need to hire a good candidate, it is acceptable to compare and rate the candidates. However, if you use the correct If you want to hire a candidate, it is best to wait until a candidate meets your criteria.
   • After completing all the interviews, you may notice two candidates who meet all the job requirements. You might consider inviting both candidates for a second interview and telling both candidates that you are considering him or her for the job along with another candidate. Ask both applicants "Why should I hire you?"
   • If you do this, you may decide to offer the job to the applicant who best answers the question, has the best degrees, work experience and skills, and appears to be a good fit for the team.
4. Negotiate salary, benefits and a start date. You have two goals when negotiating your new employee's salary: you want to get value for money (keep the business profitable) while also making the new employee feel happy and the right one. is rewarded for his or her time and expertise.
5. Give the applicant you want to hire time to think about your offer. A week is usually the upper limit, because most executives want to hear an answer and make a decision within a few days. If the candidate is very promising, you could offer him or her certain benefits, bonuses or options that you or your company can reasonably afford during this waiting period.

Tips

• Make sure to ask questions about the attitude of the applicant. Make sure a candidate is capable of taking new ones skills to learn, but remember that you are someone's attitude can't change or give him or her a new one attitude can accept. Make sure every candidate you are considering hiring has the best attitude, based on both the interviews and referrals call-back. After all, you get what you assume.
• Remember that you are interviewing someone to fill a position within your company, and not creating a position for a person. Make sure the position and associated roles and responsibilities are clearly defined before you conduct interviews with candidates.
• It is best to have a hiring committee when conducting interviews for an important key position.

Warnings

• Do not do favors for your family and friends by accepting relatives or relatives of friends. This can only lead to problems. Always select the best candidate for a position.