Interviewing
Research has shown that past performance is the best predictor of future performance. Wherever possible, candidates should be asked open-ended questions leading to answers that will demonstrate instances of past activities/incidents relevant to the selection criteria.
So that all candidates are treated equally, similar areas should be tested with each candidate. Questions should be directly related to the selection criteria and the experience of the person.
The selection interview is a two-way process. While the selection committee is selecting the successful applicant, the candidates are also selecting the University. The interview is an opportunity for the selection committee to evaluate the specific job and employment related characteristics of each applicant and for the candidate to gain a realistic appreciation of the requirements of the position. To accomplish this, the interview must be well designed, well structured, and well conducted.
Good interviews:
- allow sufficient time;
- are conducted in a private and comfortable environment;
- pose probing questions without creating undue stress;
- have questions framed around the selection criteria;
- have the candidates' responses recorded;
- will clarify the candidate's interpersonal skills;
- will explore gaps or discrepancies;
- where each panel member checks their assumptions and biases;
- clarify that the applicant can carry out all aspects of the job.
Will your line of questioning treat all applicants equally?
- Put yourself in the position of the interviewee.
- Would you be comfortable answering the questions you propose to ask as the interviewer?
- Could you legally defend your questions if necessary?
- Are your questions directly related to the requirements of the position
- Do you need to ask the question?
Questions which unlawfully discriminate may be asked out of habit or may reflect assumptions or biases about groups of people. Such questions may refer to: Marital, Parental or childcare arrangements); Religion (eg. Religious holidays); Ethnic Origin (Where born, understanding of English); Political Affiliation, Lifestyle, Previous Medical History.
If you are uncertain about your line of questioning or would like more information about the current legislative requirements, contact your Human Resources Consultant or the Equal Opportunity Unit.
Overview of the Interview Process
Before the Interview
- Check if the interviewees have any special requirements in regards to accessing the venue and room arrangements.
- Organise someone to show applicants around at end of interview if appropriate.
- Organise tea/coffee/water.
- Check room/organise seating in a non-threatening arrangement.
Prepare for the Interview
- Selection panel to convene15 minutes early to discuss meeting process.
- Review the selection criteria and required technical skills and performance skills.
- Ensure list of questions to be asked relate directly to the selection criteria, and are
- seeking behavioural examples of past performance.
- Decide which panel members will ask which questions and which roles they will take.
- Nominate someone to stay in touch with applicants during the selection process.
Opening the Interview
- Greet applicant and ensure they are comfortable and if possible relaxed.
- Introduce panel members.
- Explain the overall process to be used in the interview.
Initial stages
- Ask them if they are familiar with the position description and do they have any questions about the position.
- Tell the applicant a bit about the organisation, work place etc., (especially if the person is an external applicant).
- Explain that the panel will be taking notes.
- Ask a background question which relates to the applicants past work experience. The purpose of this question is to get the person talking, determine to some degree the extent to which previous roles related to this position
Body of the Interview
- use rapport-building questions;
- ask open ended questions;
- allow silence;
- seek contrary evidence;
- retain control of the interview by tactfully asking the next question if it becomes necessary to refocus the candidate or move on to a new topic;
- gain behavioural examples;
- follow with probing questions to get the candidate to describe the Situation, Task, Action they took and the Result (STAR);
- follow up on issues in the CV which require clarification and/or verification.
Follow Up
- Ask a question relating to whether the applicant feels they have had an opportunity to fully describe their capabilities for the position.
- Ask applicant if they have any questions which they would like to ask.
- Check whether the panel members have any other questions.
- Check information you have asked them to bring along eg. certificates.
Interview Close
- Explain what will happen after the interview including how they will be notified of the outcome, and the expected time frame involved with decision-making.
- Check context and availability of referees.
Follow up after the interview:
- Each panel member scores each interviewee using the interview assessment form.
- Decide who will contact the referees (usually the Chair);
- Decide who will provide counselling/feedback (usually the Chair);
- Arrange 2nd interview if necessary and allocate new interview questions.
Post Interview - Assessment of the candidate against the selection criteria
- After each panel member has arrived individually at their final rating for each performance skill, the chairperson should integrate information from all panel members. This task should be completed straight after the interview. Take this into consideration when planning your overall interview time.
Reach Consensus
- Reach consensus on overall rating for each performance skill. During the panel's discussion share notes with all other members to clarify your ratings. Other panel members might offer new behavioural examples observed, which could lead you to re-value your previous assessment. A "data exchange" discussion commences involving the selection panel members.
Another set of filters you might want to apply in reaching consensus are the following:
- the inter-relationship between some performance skills;
- the relative importance of each performance skill;
- the "trainability" of each performance skill;
- how does the applicant "fit" into existing staff structure;
- how can you ensure that you haven't discriminated against any candidates.