Interview Techniques: The Definitive Guide for HR Managers

Introduction

Interviewing is a crucial part of the hiring process, as it allows employers to assess a candidate’s skills, qualifications, and personality to determine if they are the right fit for the role and the company. A well-conducted interview can help to build trust, establish rapport, and identify areas of compatibility and potential challenges. However, if not approached with care and professionalism, an interview can be stressful, ineffective, and potentially damaging to both the candidate and the company.

The purpose of this guide is to provide an overview of effective interviewing techniques that can be used by UK employers (with some US examples for comparison) to hire the right candidates. It covers the key aspects of the interviewing process, including preparing questions, creating a professional environment, active listening, evaluating candidates, providing constructive feedback, and making an informed decision on hiring. The guide also highlights the importance of consistent and professional interviewing practices and provides an overview of the benefits and future of interviewing techniques from the employer’s perspective.

It is essential for employers to be aware of the legal considerations when conducting job interviews, including discrimination laws and data protection regulations. This guide provides an overview of the most important legislation and legal duties for UK and US employers when conducting job interviews, along with information on psychometric tests, group interviews, and even some off-beat interview questions. The guide also looks at the pros and cons of different personality tests, such as the Myers-Briggs Type Indicator, the Big Five Personality Traits, the DISC Personality Test, The California Psychological Inventory (CPI), and The Occupational Personality Questionnaire (OPQ).

In conclusion, this guide aims to provide employers with the knowledge and understanding they need to conduct effective, professional, and legally compliant interviews, to help them hire the right candidates and achieve their organizational goals. Whether you are an experienced interviewer or new to the hiring process, there are valuable insights, tips, and guidance to help you succeed in your role.

Why Are Interviewing Techniques Important In Recruitment Process?

The importance of interviewing techniques in the recruitment process lies in the fact that they provide a comprehensive evaluation of job candidates.

Through the use of structured and systematic questioning, employers can determine the candidate’s suitability for the role, their skills and experience, and their personal qualities.

By gathering accurate information and evaluating it objectively, the interview process helps the employer make informed hiring decisions, reducing the risk of making a bad hire. Additionally, interviewing techniques allow employers to assess the candidate’s communication skills, motivation, and fit with the company culture, which are important factors in predicting job performance and employee satisfaction.

Overall, the use of effective interviewing techniques in the recruitment process helps employers make better hiring decisions, leading to increased productivity, reduced turnover, and improved job satisfaction.

What Are the Principal Types of Interviews?

Interview types can be classified in several ways: by the level of formality, by the type of questions, by whether they are live or online/video/phone based; by the number of interviewers or candidates; by test or assessment type; by the length of time; by the style of questioning; or by the activities that take place during the interview.

The main types we will look at in this guide are:

• Formality: Structured Interviews vs Unstructured Interviews
• Question Style: Traditional vs Behavioural and Competency Based Interviews

There are a huge variety of other interview techniques that employers can use to assess potential employees. Many of the techniques are not mutually exclusive, for example, you could ask behavioural questions in a video interview. We won’t be going into these in detail, but below is a summary of some of the most widely used techniques and a brief overview of what each entails:

• Panel and Group Interviews: In this type of interview there may be multiple interviewers and also potentially multiple candidates in the interview at the same time.
• Case Interviews: In this type of interview, the candidate is presented with a business scenario or problem and is asked to analyze and solve it. This type of interview is used to assess the candidate’s problem-solving skills, critical thinking abilities, and potential as a consultant or strategist.
• Situational Interviews: This type of interview asks the candidate how they would handle specific, hypothetical situations that they might encounter in the role. This allows the interviewer to assess the candidate’s decision-making abilities and how they would handle real-life challenges on the job.
• Working Interviews: This type of interview allows the candidate to demonstrate their skills and abilities by actually performing the tasks and responsibilities of the role. This type of interview is used to assess hands-on skills and to see the candidate in action.
• Group Interviews: This type of interview involves bringing in multiple candidates at the same time to participate in a group activity or discussion. This allows the interviewer to assess the candidate’s communication skills, teamwork abilities, and interpersonal dynamics.
• Psychological Assessments: Some organizations use psychological assessments, such as aptitude tests or personality tests, as part of their interview process to assess the candidate’s potential for success in the role.
• Phone Interviews: A phone interview is a pre-screening step in the recruitment process where the interviewer conducts an initial interview with the candidate over the phone. It can be used to quickly assess the candidate’s suitability for the role and to save time on in-person interviews for those who are not a good fit.
• Video Interviews: With the advancement of technology, video interviews have become increasingly popular. They can be conducted using platforms such as Skype or Zoom, and can be used for remote or international candidates. Video interviews can provide a more personal and interactive experience than phone interviews.
• Rapid-Fire Interviews: In this type of interview, the candidate is asked a series of quick-fire questions, one after the other, in rapid succession. This type of interview can be used to assess the candidate’s ability to think on their feet and to see how they handle pressure.
• Stress Interviews: This type of interview is designed to intentionally create a stressful and uncomfortable environment for the candidate. The interviewer may ask difficult or aggressive questions, or create other stress-inducing situations. This type of interview is used to assess how the candidate handles stress and pressure in a work environment.
• Scenario Interviews: This type of interview involves asking the candidate to imagine a hypothetical situation and then asking them how they would respond. This type of interview can be used to assess the candidate’s problem-solving abilities, critical thinking skills, and decision-making processes.
• Portfolio Interviews: For creative or design-based roles, an employer may ask the candidate to bring in a portfolio of their work to showcase their skills and abilities. This type of interview can be used to assess the candidate’s creativity, design skills, and attention to detail.
• Role Play Interviews: In this type of interview, the candidate is asked to role play a scenario that they may encounter in the role. This type of interview can be used to assess the candidate’s communication skills, interpersonal abilities, and conflict resolution skills.
• Stress Interviews: This type of interview is designed to assess the candidate’s ability to handle pressure or stress in a work environment.
• Lunch or Dinner Interviews: This type of interview takes place over a meal, and the interviewer will observe the candidate’s social skills, table manners, and conversation skills.
• Case Study Interviews: This type of interview involves asking the candidate to solve a real-life business problem.

 

These are just a few examples of the interview techniques that employers can use to assess potential employees. The choice of techniques will depend on the specific needs and requirements of the organization and the role being filled.

 

What Are ‘Unstructured Interviews’?

Unstructured interviews (also known as non-directive interviews) are a type of interview that do not follow a set format or use predetermined questions. The interviewer is free to ask any questions they feel are relevant to the role and the candidate, and may take a conversational or exploratory approach. These questions can be of the behavioural interview type (‘tell me about a time you did x’) – the difference is that the exact same questions may not be asked of each interviewee.

The purpose of unstructured interviews is to provide a more personal and in-depth evaluation of the candidate’s fit for the role, skills, and experience.

The benefits of unstructured interviews from an employer’s perspective are:

• Flexibility: Unstructured interviews allow the interviewer to explore a candidate’s skills, experience, and personality in a flexible and natural manner.
• In-depth Evaluation: Unstructured interviews provide a more personal and in-depth evaluation of the candidate, allowing the interviewer to gain a better understanding of their fit for the role and the company culture.
• Improved Candidate Experience: Unstructured interviews provide a more relaxed and conversational atmosphere, which can help the candidate feel more comfortable and provide a better impression of the company.
• Better Assessment of Soft Skills: Unstructured interviews can provide a better assessment of a candidate’s communication skills, interpersonal skills, and emotional intelligence.

While unstructured interviews may provide a more personal and in-depth evaluation of a candidate, they can also be less objective and more influenced by personal opinions and biases. Employers may consider using a combination of structured and unstructured interviews to provide a comprehensive evaluation of job candidates. Alternatively they can use a ‘semi-structured’ format where the interviewer has a pre-planned format and set questions, but also allows space for some conversational elements or to ‘dig deeper’ on areas they feel appropriate.

 

What Are ‘Structured Interviews’?

Structured interviews are a type of interview that follows a set format and use a predetermined set of questions. The interviewer asks the same questions in the same order to each candidate, and evaluates their responses based on predetermined criteria. The purpose of structured interviews is to provide a consistent and objective evaluation of each candidate, reducing the risk of bias and personal opinions influencing the hiring decision.

The advantages of structured interviews from an employer’s perspective are:

• Consistency: Structured interviews ensure that each candidate is evaluated based on the same criteria, leading to a more fair and objective assessment.
• Objectivity: By following a predetermined set of questions, structured interviews reduce the risk of personal opinions and biases influencing the hiring decision.
• Reliability: Structured interviews have been shown to have a higher degree of reliability compared to other types of interviews, as they provide consistent evaluations of each candidate.
• Improved Validity: By using structured questions and assessment criteria, structured interviews provide a more accurate assessment of a candidate’s skills, experience, and fit for the role.
• Ease of Comparison: Structured interviews make it easier for employers to compare candidates, leading to more informed hiring decisions.

The technique is often used in high-stakes hiring processes, such as for roles in law enforcement, the military, or other sensitive positions.

Overall, structured interviews are a valuable tool for employers in the recruitment process, providing a consistent and objective evaluation of job candidates and improving the accuracy of hiring decisions.

 

 

‘Traditional’ Interviews

A traditional interview typically consists of the interviewer asking a candidate general and hypothetical question, such as “What are your strengths and weaknesses?” and “Where do you see yourself in five years?” These questions aim to gain an understanding of the candidate’s personality, skills, and future aspirations.

In contrast, competency-based interviewing focuses on specific skills and abilities relevant to the job, and assesses the candidate’s past behavior and experience in similar situations. Behavioral Event Interviewing (BEI) and Patterned Behavioral Description Interviewing (PBDI) both fall under the category of behavioral interviewing and assess a candidate’s past behavior as the best predictor of future behavior. Situational Interviewing involves presenting the candidate with hypothetical situations that they may encounter in the job and assessing their responses.

Traditional interviews are less structured and less focused on specific competencies or behaviors, but can still provide useful information about a candidate’s personality and motivations. However, competency and behavioral interviewing methods are often considered to be more reliable and valid measures of a candidate’s suitability for the role.

 

Is a Traditional Interview Structured or Unstructured?

A traditional interview can be either structured or unstructured. An unstructured traditional interview is typically less formal and less standardized compared to structured interviews, with the interviewer asking a variety of questions in a conversational style. Structured traditional interviews follow a set format, with questions based on the interviewer’s needs and the candidate’s experience and qualifications. They may also be used to assess the candidate’s basic knowledge and understanding of the job requirements and duties.

 

Examples of Traditional Interview Questions

• Can you tell us a little about yourself?
• What inspired you to pursue a career in this field?
• What are your long-term career goals?
• How do you handle challenges in the workplace?
• Can you tell us about a time when you demonstrated leadership?
• Can you give us an example of a time when you had to work under pressure?
• Can you describe your experience with [skill or technology relevant to the job]?
• What do you know about our company?
• Can you tell us about a time when you had to solve a difficult problem?
• What do you think sets you apart from other candidates for this role?

 

Some of these questions might also appear in behavioural or competency type interviews (see below) but it is likely they will be situated in a looser, more conversational format in a traditional interview and may not be consistently asked of all candidates.

What Are ‘Behavioural Interviews’?

Behavioural interviews are a type of interview that focuses on the candidate’s past behaviour and experiences to predict future job performance. The interviewer asks questions that aim to uncover specific examples of how the candidate has handled situations in the past, with the belief that past Behaviour is the best indicator of future Behaviour.

This type of interview has a number of very technical sounding names such as Patterned Behavioural Description Interviewing (PBDI) and Behavioural Event Interviewing (BEI) but the key point to remember is that the focus is on asking questions that will result in the candidate providing specific examples of past behaviour that you can relate to requirements for the role such as competencies, skills and knowledge.

The benefits of behavioural interviews from an employer’s perspective are:

• Improved Predictive Accuracy: By focusing on the candidate’s past Behaviour, Behavioural interviews provide a more accurate prediction of future job performance.
• Better Assessment of Skills: Behavioural interviews allow the interviewer to assess the candidate’s skills, experience, and fit for the role in a more concrete and objective manner.
• Improved Candidate Experience: Behavioural interviews provide a more positive and engaging candidate experience, as they allow the candidate to showcase their skills and experiences in a relevant context.
• Better Fit for the Role: Behavioural interviews can provide a better assessment of a candidate’s fit for the role and the company culture, as they focus on how the candidate has handled similar situations in the past.

The idea behind behavioural interviews is that past behaviour is the best predictor of future behaviour, so the interviewer seeks to uncover, for example, the candidate’s relevant work history, problem-solving skills, leadership abilities, and other job-related competencies.

In the interview, the interviewer typically asks open-ended questions that begin with phrases such as “tell me about a time when…” or “describe a situation where you…” to elicit specific, concrete examples of the candidate’s past behaviours. The interviewer then evaluates the candidate’s responses to determine whether they have the necessary skills and qualities for the job.

 

Examples of Behavioural Interview Questions

• Can you tell us about a time when you had to make a difficult decision in a high-pressure situation?

This question assesses the candidate’s problem-solving skills, decision-making abilities, and ability to handle pressure.

• Can you describe a situation where you had to work with a difficult team member or customer?

This question assesses the candidate’s conflict resolution skills, ability to work with others, and customer service skills.

• Can you give us an example of when you had to take the initiative and complete a project without direct supervision?

This question assesses the candidate’s initiative, self-motivation, and ability to work independently.

• Can you tell me about a time when you had to work under tight deadlines to complete a project?

This question assesses a candidate’s ability to handle pressure and meet deadlines, which are key competencies for many roles.

• Can you describe a situation where you had to solve a complex problem and explain the steps you took to resolve it?

This question assesses a candidate’s problem-solving skills, critical thinking, and decision-making abilities, which are important competencies for many roles.

• Can you give an example of a situation where you had to lead a team to achieve a common goal?

This question assesses a candidate’s leadership skills, team management abilities, and communication skills, which are crucial competencies for many roles.

 

Note: These are just examples, and interviewers should tailor their questions to fit the specific job requirements and responsibilities.

 

Behavioural interviews are a highly systematic approach to interviewing and are often used in high-stakes situations, such as when hiring for positions in law enforcement or public safety. The standardized questionnaire ensures that each candidate is asked the same questions, making it easier to compare their responses and make informed hiring decisions.

However, some critics argue that the interviews can be overly focused on past experiences and may not accurately predict how a candidate will perform in a new role. Additionally, they may be less effective in identifying creative or innovative candidates who may have unique approaches to solving problems.

 

Worked Example: Behavioural Interview Questions for the Role of an HR Manager

In a behavioural interview for an HR Manager role, an interviewer may ask questions that focus on the candidate’s past Behaviours and experiences to determine their potential for success in the role. Some examples of Behavioural interview questions for an HR Manager are:

• Can you provide an example of a situation where you had to handle a difficult employee issue? How did you approach the situation and what was the outcome?
• Tell us about a time when you had to implement a new HR policy. How did you go about communicating the policy and ensuring its successful implementation?
• Can you describe a situation where you had to make a tough HR decision and what steps did you take to make it?
• Can you give an example of a situation where you had to deal with conflicting priorities in your HR role? How did you manage the situation and what was the outcome?
• Tell us about a time when you had to deal with an unexpected HR challenge. How did you respond and what was the outcome?

These types of questions allow the interviewer to understand how the candidate has dealt with real-life HR situations in the past, and how they may handle similar situations in the future. This helps the interviewer make a more informed hiring decision, as the candidate’s past behaviours are likely to be indicative of their future behaviours and performance in the role.

 

What is Situational Interviewing?

Situational Interviewing is very similar to behavioral style interview in that it is a type of interview technique that focuses on exploring how a candidate would respond to specific scenarios related to the job. The difference is that these may be focused on future, hypothetical scenarios rather than actual past experiences. The advantage of this is that it allows the interviewer to explore situations with the candidate that they do not have direct experience of, but which they may face in their new role.

In situational interviewing, the interviewer presents a situation to the candidate and asks them to describe how they would handle it. This approach aims to assess the candidate’s problem-solving skills, decision-making ability, and overall fit for the role.

The interviewer creates scenarios that are relevant to the job duties and responsibilities, such as handling customer complaints, meeting deadlines, or making important decisions. The candidate’s response provides the interviewer with insights into the candidate’s problem-solving approach, communication skills, and how they handle stress or unexpected situations.

Situational interviewing can be used in combination with other interview techniques, such as competency-based interviewing or behavioral event interviewing, to provide a well-rounded assessment of the candidate’s abilities and fit for the role.

Situational interviewing can be a valuable tool for employers to identify the best fit for a role, but it should be used in combination with other techniques and should not be the sole basis for making a hiring decision.

 

What Are ‘Competency-Based Interviews’ and Their Advantages?

Competency-based interviewing is a structured interview technique that focuses on the specific skills, knowledge, and experiences required for the job. The aim of competency-based interviewing is to assess a candidate’s ability to handle different situations, their problem-solving skills, and how they approach challenges in the workplace. This technique is used to determine how well a candidate matches the competencies required for the job.

In a competency-based interview, the interviewer asks questions that are focused on specific competencies, such as teamwork, leadership, attention to detail, communication, or adaptability. The questions are designed to elicit specific examples of the candidate’s previous experiences, behaviours, and actions that demonstrate their ability to perform the required competencies. This type of interviewing allows the interviewer to have a more in-depth understanding of the candidate’s abilities and to make a more informed decision about their suitability for the role.

The advantages of competency-based interviews from an employer’s perspective are:

• Improved Predictive Accuracy: By focusing on specific competencies that are required for success in the role, competency-based interviews provide a more accurate prediction of future job performance.
• Better Assessment of Skills: Competency-based interviews allow the interviewer to assess the candidate’s skills, experience, and fit for the role in a more concrete and objective manner.
• Improved Candidate Experience: Competency-based interviews provide a more positive and engaging candidate experience, as they allow the candidate to showcase their skills and experiences in a relevant context.
• Better Fit for the Role: Competency-based interviews can provide a better assessment of a candidate’s fit for the role and the company culture, as they focus on specific competencies that are required for success in the role.
• Consistency: By using the same set of competencies for each candidate, competency-based interviews provide a consistent evaluation of each candidate.

Overall, competency-based interviews are a valuable tool for employers in the recruitment process, providing a more accurate assessment of job candidates and improving the predictive accuracy of hiring decisions. Employers may consider using competency-based interviews in combination with other types of interviews to provide a comprehensive evaluation of job candidates.

 

Examples Of Competency-Based Interview Questions Using the Example of An HR Manager Role

In a competency-based interview for an HR Manager role, an interviewer may ask questions to assess the following competencies:

1. Leadership:
   • Can you tell us about a time when you had to make a difficult decision as an HR Manager?
   • How have you demonstrated leadership skills in your previous HR role?
2. Communication:
   • Can you provide an example of a complex HR issue you had to communicate to stakeholders?
   • How have you effectively managed conflicts and communicated solutions to different parties involved?
3. Problem-solving:
   • Can you tell us about a time when you had to find a creative solution to an HR challenge?
   • How have you tackled a complex HR issue and what steps did you take to resolve it?
4. Strategic thinking:
   • Can you provide an example of a HR strategy you developed and implemented in your previous role?
   • How have you used data and analysis to inform HR decisions and strategies?
5. Emotional Intelligence:
   • Can you tell us about a time when you had to handle a sensitive HR issue with empathy and tact?
   • How have you demonstrated emotional intelligence in your HR role and how has it impacted your work?

By asking questions that assess these competencies, the interviewer can gain a deeper understanding of the candidate’s skills and abilities, and determine their fit for the HR Manager role.

One of the benefits of competency-based interviewing is that it provides a consistent approach to interviewing and can help ensure that candidates are evaluated based on relevant skills and experience. It also allows interviewers to assess a candidate’s potential for future performance and development, rather than just their past experience. Additionally, competency-based interviewing can be used in combination with other interview techniques to provide a more comprehensive evaluation of the candidate.

 

Behavioural Vs Competency Interviews

As you can see from the question is above, these are similar to behavioural interview questions as they often start with ‘tell us about a time you did x’ or similar opening. The recruitment company Hays[1] defines the difference between the two like this:

“Behavioural interview questions are asked to understand the way a candidate works and their potential team fit. Competency interview questions are asked to assess the specific skills and knowledge a candidate possesses that are relevant for the job. The former is based on your organisation’s values and way of operating, whereas the latter is based on the key criteria and job description for the specific role you are recruiting.”

CV-Library[2] also tries to tease apart the differences suggesting that in behavioural interviews:

“The questions are designed to reveal the way an interviewee thinks; essentially, what motivates and drives them. The purpose is to understand if they are a good fit for the culture of the organisation.”

whereas:

“…competency interviews are based on the skills needed to perform the job. Again, the idea is that if you’ve used these skills before, you will be able to perform them to the necessary standard again.”

[1] Hays: https://www.hays.com.au/employer-insights/recruitment-information/conducting-competency-based-interviews

[2] CV-Library https://www.cv-library.co.uk/career-advice/interviews/key-differences-between-behavioural-competency-interview/

Comparison of Traditional Vs Behavioural Structures

A traditional interview often has a less structured format, with the interviewer asking open-ended questions and having a conversational dialogue with the candidate. On the other hand, a behavioral or competency-based interview follows a structured format where specific questions are asked to assess the candidate’s behavior and skills related to the competencies required for the role.

Model structures for each may help to clarify the differences:

Traditional Interview:

1. Introduction and small talk
2. Questions about the candidate’s education, work experience, and career goals
3. Questions about the candidate’s skills and qualities relevant to the job
4. Questions about the candidate’s strengths and weaknesses
5. Questions about the candidate’s fit for the company culture and team
6. Opportunity for the candidate to ask their own questions
7. Closing and wrap-up

Behavioural Interview:

1. Introduction and explanation of the behavioural interview process
2. Questions about specific past behaviour and experiences related to the job requirements and competencies
3. Questions about the specific behaviour and actions the candidate took in specific work situations
4. Opportunity for the candidate to provide additional examples and details
5. Analysis and interpretation of the candidate’s behaviour and how it aligns with the required competencies
6. Opportunity for the candidate to ask their own questions
7. Closing and wrap-up

 

The main difference between the two is the focus of the questions. In a traditional interview, the questions are focused on the candidate’s background and qualifications, while in a behavioral interview, the focus is on the candidate’s past behavior and how it relates to the job.

In a traditional interview, the structure may be less defined, but it may still include some of the above steps in a more conversational format.

 

What Are Panel Interviews and What Is Their Role in The Recruitment Process?

A panel interview is a type of interview where multiple people, usually from the same organization, ask questions to the candidate. The panel can consist of HR representatives, department managers, and other stakeholders who will be working closely with the candidate if they are hired.

The role of panel interviews in the recruitment process is to provide multiple perspectives and to assess the candidate from different angles. The panel can evaluate the candidate’s communication skills, their ability to work with a team, and their fit with the company culture. The panel can also ask questions that complement each other and can provide a more comprehensive assessment of the candidate’s skills and abilities.

Additionally, panel interviews can help reduce bias by having multiple interviewers evaluate the candidate, rather than relying on one person’s opinions and perceptions. This can lead to more objective and fair hiring decisions.

To avoid covering similar ground and when time is limited, it can be a good idea to assign areas of focus and specific questions to each member of the interview team.

In conclusion, panel interviews can provide valuable insights and information to the recruitment process and help organizations make more informed and well-rounded hiring decisions.

 

What Are Group Interviews and How Do They Work?

Group interview are also sometimes known as panel interviews. These involve several candidates being interviewed at the same time, usually also by a panel of interviewers.

The purpose of group interviews is to assess the candidates’ interpersonal skills and ability to work in a group setting, as well as to observe how they handle pressure and respond to questions from multiple people.

During a group interview, each candidate may be asked to participate in group activities, answer questions as a group, or respond to individual questions from the panel. The interviewers observe the interactions and communication skills of the candidates and use the information gathered to make an informed hiring decision.

 

What Are the Pros and Cons of In-Person Interviews Compared to Phone and Video Interviews?

Pros of In-Person Interviews:

• Nonverbal Communication: In-person interviews allow for the assessment of nonverbal communication, such as body language and facial expressions, which can provide additional insights into a candidate’s demeanor and personality.
• Building a Connection: Face-to-face interactions can help build rapport between the interviewer and candidate, which can improve the interview experience and lead to a more accurate assessment of the candidate.
• Physical Environment: In-person interviews provide an opportunity to observe a candidate’s reaction to the company’s physical environment, including office culture, facilities, and equipment.

Cons of In-Person Interviews:

• Time and Logistics: In-person interviews require travel time and scheduling coordination, which can be time-consuming and potentially expensive for both parties.
• Limited Access: In-person interviews limit the pool of candidates who can participate, as it requires a candidate to be in a specific location, potentially excluding highly qualified candidates who are not able to travel.

 

Pros of Phone Interviews:

• Flexibility: Phone interviews can be conducted from anywhere, making them more convenient and flexible for both parties.
• Time-Efficient: Phone interviews are generally shorter in length compared to in-person interviews, which can save time for both the interviewer and candidate.
• Cost-Effective: Phone interviews do not require travel, reducing costs and making them more accessible to candidates who cannot afford travel expenses.

Cons of Phone Interviews:

• Limited Information: Phone interviews do not allow for the assessment of nonverbal communication and can limit the interviewer’s ability to observe the candidate’s environment and surroundings.
• Technical Issues: Technical issues, such as poor phone connections, can disrupt the interview and impact the quality of the conversation.

 

Pros of Video Interviews:

• Hybrid Approach: Video interviews offer the benefits of both in-person and phone interviews, allowing for the assessment of nonverbal communication and the convenience of remote participation.
• Increased Accessibility: Video interviews enable the inclusion of a wider pool of candidates, including those who may be located in different regions or countries.

Cons of Video Interviews:

• Technical Requirements: Video interviews require reliable internet connectivity and access to equipment, such as a webcam and microphone, which may not be readily available for some candidates.
• Technical Challenges: Technical issues, such as connectivity issues or software glitches, can impact the quality of the interview experience.

 

How Can Employers Ensure They Create a Professional Environment for Interviews?

Creating a professional environment during an interview is important to ensure that the candidate feels comfortable and is able to showcase their skills and experiences effectively. Here are some ways that employers can create a professional environment during an interview:

1. Preparation: Ensure that the interview space is clean, organized, and professional. Ensure that the necessary materials, such as resumes and job descriptions, are available.
2. Professionalism: Dress professionally, greet the candidate with a smile, and use proper etiquette. Maintain a professional demeanor throughout the interview.
3. Communication: Use clear and concise language, and avoid slang or inappropriate humor. Explain the purpose of the interview, the format, and the expected outcome.
4. Comfort: Ensure that the candidate is comfortable by offering them a seat, water, or other refreshments if necessary. Offer to answer any questions the candidate may have before the interview begins.
5. Time Management: Ensure that the interview starts and ends on time, and that the interview is conducted within the allotted time frame. Avoid interruptions or distractions during the interview.
6. Confidentiality: Ensure that the interview is conducted in a confidential manner, and that all information shared during the interview is kept confidential.
7. Equal Treatment: Ensure that all candidates are treated fairly and equitably, and that no discrimination occurs during the interview process.

By creating a professional environment during the interview, employers can help to build trust and establish a positive relationship with the candidate, and can gain a better understanding of the candidate’s skills and experiences.

 

How Can an Interviewer Reduce No Shows Or ‘Ghosting’?

To reduce “no shows” or “ghosting” in an interview, the interviewer can:

1. Confirm the details with the candidate prior to the interview
2. Use a reminder system, such as email or text, to remind the candidate of the interview
3. Offer alternative interview options, such as phone or video interview
4. Ensure clear and accurate communication regarding the interview process and expectations
5. Provide the candidate with an estimated timeline and the next steps in the process.

Additionally, creating a positive and respectful interviewing experience can reduce the chances of ghosting, as candidates are more likely to keep commitments if they feel valued and respected.

 

When Should a Candidate Be Given Notice of The Questions in An Interview?

Giving notice of interview questions to a candidate beforehand is a matter of company policy and interviewer discretion. Some interviewers prefer to keep the questions a surprise to get a more authentic, spontaneous response. Others believe that providing questions ahead of time helps the candidate prepare and reduces stress, resulting in a better performance.

It is more appropriate to provide notice of interview questions for structured or competency-based interviews where the questions are more predictable and focused on specific skills or behaviors. It is less appropriate for unstructured or behavioral event interviews where the goal is to gather more detailed and spontaneous responses.

Ultimately, the decision on whether or not to provide interview questions ahead of time should be based on what will benefit the candidate and result in a fair and accurate evaluation of their abilities.

 

Preparation Of Questions to Assess Candidate’s Skills

Preparing questions to assess a candidate’s skills is an important part of the interview process, as it helps the employer to determine the candidate’s suitability for the role. Here are some steps that employers can follow to prepare questions to assess a candidate’s skills:

1. Job Analysis: Review the job description and requirements to understand the essential skills, knowledge, and experience required for the role.
2. Skill Mapping: Map the essential skills to specific Behaviours and competencies required for the role.
3. Question Development: Develop questions that assess the candidate’s skills, knowledge, and experience related to the role.
4. Behavioural-Based Questions: Ask Behavioural-based questions that assess the candidate’s past actions and experiences in relevant situations. These questions should focus on specific skills and Behaviours.
5. Competency-Based Questions: Ask competency-based questions that assess the candidate’s skills, knowledge, and experience in specific areas. These questions should focus on the candidate’s ability to perform specific tasks and responsibilities.
6. Open-Ended Questions: Ask open-ended questions that allow the candidate to elaborate on their experiences, skills, and abilities. These questions should encourage the candidate to provide examples and demonstrate their knowledge.
7. Relevance to the Role: Ensure that the questions are relevant to the role and the skills, knowledge, and experience required for the position.

By preparing questions that assess the candidate’s skills, employers can gain a better understanding of the candidate’s suitability for the role and make informed decisions about their employment.

 

What Sort of Research Should an Employer Conduct on The Candidate?

When preparing for an interview, an employer should conduct research on the candidate and their experience to get a better understanding of their background, qualifications, and suitability for the role. This research can include the following steps:

• Resume and Application Review: Review the candidate’s resume, cover letter, and job application to understand their education, work experience, skills, and achievements.
• Online Research: Check the candidate’s online presence, such as their LinkedIn profile, social media accounts, and online portfolios. This can provide additional information about their experience, skills, and interests.
• Professional References: Contact the candidate’s professional references to get additional insights into their work experience and performance.
• Background Checks: Conduct background checks, such as criminal background checks and employment verification, to verify the information provided by the candidate.
• Industry Research: Research the candidate’s industry and specific role to understand the requirements and expectations of the role.
• Company Research: Research the company, its culture, values, and mission to ensure that the candidate is a good fit for the company and the role.

By conducting thorough research, an employer can gain a comprehensive understanding of the candidate’s qualifications and experiences and make more informed decisions about their suitability for the role.

 

What Shouldn’t A UK Employer Look At?

In the UK, an employer should not look at information that is protected under equality and anti-discrimination laws during the interview and recruitment process. This includes information such as:

• Age
• Race
• Ethnic origin
• Religion or belief
• Gender or gender reassignment
• Sexual orientation
• Disability
• Marriage or civil partnership
• Pregnancy or maternity
• Trade union membership

It is important for employers in the UK to comply with these laws to avoid discrimination and potential legal issues. Additionally, it is also important to ensure that any information obtained during the interview and recruitment process is relevant to the requirements of the role and is used only for the purpose of making employment decisions.

 

What Shouldn’t A US Based Employer Look At?

By way of comparison with the previous question a US employer should not look at information that is protected under federal, state, or local anti-discrimination laws during the interview and recruitment process. This includes information such as:

• Age
• Race
• National origin
• Religion
• Gender
• Sexual orientation
• Disability
• Marital status
• Pregnancy status
• Genetic information
• Political views
• Membership in a labor union or other protected class.

It is important for employers to comply with these laws to avoid discrimination and potential legal issues. Additionally, it is also important to ensure that any information obtained during the interview and recruitment process is relevant to the requirements of the role and is used only for the purpose of making employment decisions.

 

As An Interviewer, How Can You Ensure You Ask Relevant and Thought-Provoking Questions?

As an interviewer, asking relevant and thought-provoking questions can help to gain a deeper understanding of the candidate’s skills, experiences, and motivations. Here are some tips to ensure that the questions asked are relevant and thought-provoking:

1. Preparation: Review the candidate’s resume, cover letter, and any other relevant documents prior to the interview. Prepare a list of questions based on the job description, the company culture, and the candidate’s experiences and qualifications.
2. Open-ended Questions: Ask open-ended questions that encourage the candidate to share more than just yes or no answers. For example, “Can you tell me about a time when you had to deal with a difficult situation at work?”
3. Behavioural Questions: Ask Behavioural questions that help to understand how the candidate has handled similar situations in the past. For example, “Can you give an example of how you have demonstrated leadership skills in your previous role?”
4. Scenario-based Questions: Ask scenario-based questions that help to understand how the candidate would handle specific situations. For example, “How would you handle a situation where a team member was not meeting their deadlines?”
5. Follow-up Questions: Ask follow-up questions to gain more insight into the candidate’s experiences and thought processes. For example, “Can you tell me more about that?” or “What was the outcome of that situation?”
6. Relevance: Ensure that the questions asked are relevant to the role and the company culture. Avoid asking irrelevant or personal questions.
7. Active Listening: Listen actively to the candidate’s answers and take notes. Avoid interrupting the candidate, and make sure that they feel heard and understood.

By asking relevant and thought-provoking questions, the interviewer can gain a deeper understanding of the candidate’s skills, experiences, and motivations, and can make an informed decision about whether the candidate is the right fit for the role and the company.

 

Can You Explain Active Listening in More Depth?

Active listening is a communication skill that involves paying full attention to the speaker, understanding their message, and showing empathy towards their feelings and perspectives. It is an important aspect of effective interviewing and can help the interviewer gain a deeper understanding of the candidate. Here are some tips for practicing active listening:

1. Focus your attention: Avoid distractions and focus your attention on the candidate. Give them your full attention, and avoid multitasking during the interview.
2. Avoid Interrupting: Allow the candidate to speak without interrupting. Interrupting can make the candidate feel unheard and can hinder the flow of the conversation.

 

3. Ask questions: Ask questions to clarify the candidate’s message and to show that you are interested in what they are saying. For example, “Can you tell me more about that?” or “What was the outcome of that situation?”
4. Show Empathy: Show empathy towards the candidate’s feelings and perspectives. Acknowledge their emotions, and reflect back what you have heard to show that you understand their message.
5. Take Notes: Take notes during the interview to help you remember what the candidate has said. Avoid taking too many notes, as this can take away from your ability to listen actively.

By practicing active listening, the interviewer can gain a deeper understanding of the candidate’s experiences, skills, and motivations, and can make an informed decision about whether they are the right fit for the role and the company. Active listening can also create a positive and professional interview experience for the candidate, making them feel heard and valued.

 

Are There Ways to Score or Rank Candidates?

There are ways to score or rank candidates to help in making an informed decision on hiring. One commonly used method is to create a scoring or ranking system based on specific criteria that are relevant to the role and company.

Here are steps to follow when creating a scoring or ranking system:

• Identify key criteria: Identify the key criteria that are important for the role, such as experience, skills, education, and cultural fit.
• Develop a scoring system: Develop a scoring system for each criterion, such as assigning points for specific qualifications or experiences.
• Apply the scoring system: Apply the scoring system to each candidate during the interview process, and record the scores for each criterion.
• Compare scores: Compare the scores of each candidate to determine their overall ranking.
• Consider additional factors: Consider any additional factors that may impact the decision, such as references, background checks, and cultural fit.

Using a scoring or ranking system can help the employer to make an objective and systematic comparison of the candidates and to arrive at a well-informed hiring decision. However, it’s important to remember that the scores should be just one of the factors considered and should be balanced against other factors such as personal chemistry, cultural fit, and the overall impression the candidate made during the interview.

 

Worked Example of a Scoring System Using an HR Manager Role as an Example

Here is a sample scoring system for an HR Manager role:

Criteria	Points
Education	10
HR experience	20
Leadership experience	15
Problem-solving skills	15
Communication skills	20
Cultural fit	20

Points could be awarded on the following basis:

Education:

• Master’s degree in HR: 10 points
• Bachelor’s degree in HR: 5 points

HR experience:

• 5+ years of HR experience: 20 points
• 3-5 years of HR experience: 15 points
• 1-3 years of HR experience: 10 points

Leadership experience:

• 3+ years of leadership experience: 15 points
• 1-3 years of leadership experience: 10 points

Problem solving skills:

• Proven track record of solving complex HR issues: 15 points
• Experience handling HR-related problems: 10 points

Communication skills:

• Excellent written and verbal communication skills: 20 points
• Good written and verbal communication skills: 15 points

Cultural fit:

• Strong alignment with company values and culture: 20 points
• Good alignment with company values and culture: 15 points

 

The interviewer can evaluate each candidate against each criterion and assign points. The total score of each candidate can then be used to determine their overall ranking and help make a final decision on hiring. However, it’s important to keep in mind that this is just a sample scoring system and the criteria and points can be adjusted based on the specific needs and requirements of the role and company.

 

Ten Great Interview Questions and Why They Are Good!

1. Can you tell us about a time when you had to handle a difficult situation at work? (Assesses problem-solving skills and ability to handle stress)
2. How do you prioritize your tasks and responsibilities in your current role? (Assesses time-management skills and prioritization ability)
3. Can you give an example of a successful project you have led? (Assesses leadership skills and ability to work on a team)
4. How do you handle conflicts with coworkers or supervisors? (Assesses conflict resolution skills and ability to work well with others)
5. Can you tell us about a mistake you made at work and how you resolved it? (Assesses problem-solving skills and ability to take responsibility)
6. How do you keep up-to-date with developments in your field? (Assesses interest in and commitment to professional growth)
7. Can you describe a situation where you had to work with a tight deadline? (Assesses ability to handle pressure and meet deadlines)
8. What motivates you in your work and how do you ensure that motivation stays high? (Assesses motivation and determination)
9. Can you describe a situation where you had to work with a team to reach a common goal? (Assesses teamwork skills and ability to collaborate)
10. How do you handle feedback and criticism in your work? (Assesses ability to receive constructive feedback and make improvements)

 

Five Off-Beat Interview Questions!

Here are five off-beat interview questions and the reasoning behind why they can help the interviewer assess the candidate:

1. “What was the last thing you learned that surprised you?” – This question helps the interviewer gauge the candidate’s ability to think critically and their approach to continuous learning.
2. “What book, movie or TV show best represents who you are?” – This question gives the interviewer insight into the candidate’s values and how they view themselves.
3. “If you could trade lives with anyone for a day, who would it be and why?” – This question gives the interviewer an idea of the candidate’s aspirations and what they admire in others.
4. “What’s something that you’re currently struggling with?” – This question allows the interviewer to understand the candidate’s self-awareness and their ability to handle challenges.
5. “What’s the most creative solution you’ve come up with to solve a problem?” – This question helps the interviewer assess the candidate’s problem-solving skills and their ability to think outside the box.

 

What Are the Most Common Tests or Assessment Techniques Used in Interviews?

The most common tests or assessment techniques used in interviews are:

• Aptitude tests: measure a candidate’s ability to perform certain tasks, such as numerical reasoning, verbal reasoning, and inductive reasoning.
• Personality tests: assess the candidate’s personality traits, work styles, and Behaviour patterns.
• Skills tests: evaluate the candidate’s technical or practical skills in areas such as computer proficiency, typing speed, and language skills.
• Role-play exercises: involve the candidate in simulated scenarios relevant to the job, to assess their decision-making and problem-solving skills.
• Group exercises: involve multiple candidates working together to complete a task, to assess teamwork skills and communication abilities.
• In-tray exercises: involve the candidate managing a mock work inbox, to assess their organizational and prioritization skills.
• Presentations: involve the candidate giving a talk or presentation on a specific topic, to assess their public speaking and communication skills.

It’s important to note that the use of these techniques may vary based on the laws and regulations in the country and region.

 

What Are Psychometric Tests and How Are They Used in Interviews?

Psychometric tests are standardized assessments that measure an individual’s cognitive and behavioural traits, such as their personality, aptitude, and abilities. In an interview setting, these tests can provide employers with additional information about a candidate’s suitability for a role and how they might perform in the job. Common types of psychometric tests include personality tests, cognitive ability tests, and situational judgment tests. Psychometric tests are usually administered online or by a trained professional and are scored objectively. They are often used as part of a comprehensive selection process, along with other methods such as Behavioural interviews, reference checks, and work samples.

 

What are the Pros and Cons of Psychometric Tests?

Pros:	Cons:
Provide objective information on skills, abilities, and personality traits	Expensive and time-consuming to administer
Enhance the accuracy of hiring decisions	Potential ethical concerns regarding privacy
Help with candidate selection and development	Reliance on standardized tests can limit the assessment of a candidate’s potential
	Tests may not accurately reflect real-life situations and Behaviour.

 

 

 

What Other Types of Personality Test are Suitable for Interviews?

There are several personality tests that are commonly used in job interviews, including:

• The Myers-Briggs Type Indicator (MBTI): This test assesses an individual’s personality traits based on preferences for extraversion vs. introversion, sensing vs. intuition, thinking vs. feeling, and judging vs. perceiving.
• The Big Five Personality Traits: This test assesses five dimensions of personality: openness, conscientiousness, extraversion, agreeableness, and neuroticism.
• The DISC Personality Test: This test measures four dimensions of personality: dominance, influence, steadiness, and conscientiousness.
• The California Psychological Inventory (CPI): This test measures various personality traits, including achievement orientation, interpersonal relations, and emotional stability.
• The Occupational Personality Questionnaire (OPQ): This test measures 32 personality characteristics that are relevant to job performance, including adaptability, communication, and initiative.

These tests can be useful in providing a more comprehensive understanding of a candidate’s personality, skills, and strengths, and can complement the information gathered through the interview process. However, it is important to note that their use should be in line with privacy and data protection laws and the results should not be the sole factor in making a hiring decision.

 

What Are the Pros and Cons of These Personality Tests?

As a pointer to which personality tests may be most applicable in a given situation, here are some of the pros and cons of the main test types:

The Myers-Briggs Type Indicator (MBTI)

Pros:	Cons:
Popular and well-known	Can be lengthy and time-consuming to administer
Provides insight into how individuals process information and make decisions	Some question the validity and reliability of the test
Can improve communication and teamwork within organizations	Results may be limited in their usefulness for making employment decisions

 

The Big Five Personality Traits

Pros:	Cons:
Widely researched and scientifically supported	May not provide as much detail as other personality tests
Measures five broad dimensions of personality that are easy to understand	Some individuals may not fit neatly into one of the five categories
Can help identify strengths and potential areas for development	Can be limited in its usefulness for making employment decisions

 

The DISC Personality Test

Pros:	Cons:
Easy to understand and administer	May not be as well researched as other personality tests
Can improve communication and teamwork within organizations	Can be limited in its usefulness for making employment decisions
Can be helpful in identifying potential job fit	Some individuals may not fit neatly into one of the four categories

 

The California Psychological Inventory (CPI)

Pros:	Cons:
Widely used and respected	Can be lengthy and time-consuming to administer
Measures a wide range of personality traits and behaviours	May be more suitable for use in development or counseling rather than employment decisions
Can be useful in identifying strengths and potential areas for development

 

The Occupational Personality Questionnaire (OPQ)

Pros:	Cons:
Can be helpful in identifying job fit and potential areas for development	Can be limited in its usefulness for making employment decisions
Used by many organizations to support recruitment and selection	May not be as well researched as other personality tests
Can provide valuable insights into an individual’s strengths and weaknesses	Some individuals may not fit neatly into one of the categories.

 

 

What About IQ Tests? Can They Be Used in Interviews?

IQ (Intelligence Quotient) tests are sometimes used as part of a psychometric assessment during an interview process to measure an individual’s cognitive abilities and potential for problem-solving and critical thinking.

However, their use in interviews is subject to legal restrictions, such as the requirement for the test to be job-related, and not to discriminate based on race, gender, age, or other prohibited factors. For this reason, IQ tests are not commonly used and we won’t cover them in-depth.

Before using an IQ test as part of an interview process, it is important to consider the potential benefits and drawbacks, and to comply with relevant laws and regulations.

 

What Are the Pros and Cons of IQ Tests?

Pros of IQ Tests:

• Provide objective measure of intelligence
• Predictive of future job performance in certain roles

Cons of IQ Tests:

• Limited in scope and only measure certain aspects of intelligence
• Potential for cultural or socio-economic bias
• May not accurately reflect creativity, emotional intelligence or practical intelligence.

 

The Main Types of IQ Test Used in Job Interviews

The most commonly used IQ tests in job interviews are:

• The Stanford-Binet Intelligence Scale: This test measures cognitive abilities and is used for a wide range of populations, from young children to adults.
• The Kaufman Assessment Battery: This test is often also used to assess children’s cognitive abilities, including verbal and nonverbal reasoning, memory, and attention.
• The Cognitive Assessment System: This test measures cognitive abilities in areas such as verbal reasoning, arithmetic, and spatial perception.
• The Wechsler Adult Intelligence Scale: This test is used to measure cognitive abilities in adults and is commonly used for job interviews.
• The Woodcock-Johnson Tests of Cognitive Abilities: This test measures cognitive abilities and is often used for educational and occupational purposes.

 

Recording Information During an Interview

An interviewer should record information in an interview in a systematic and organized manner. It is important to capture key information about the candidate, including their background, skills, experience, and responses to interview questions. This information can then be used to make an informed hiring decision.

There are several standard formats that an interviewer can use to record information during an interview. Some common formats include:

• Interview notes – a written summary of the key points discussed during the interview, including the candidate’s responses to questions and any observations made by the interviewer.
• Interview scorecard – a standardized tool used to score the candidate on specific competencies or attributes relevant to the role.
• Interview evaluation form – a comprehensive form used to capture information about the candidate, including their background, experience, and responses to interview questions, as well as the interviewer’s assessment of their suitability for the role.

Regardless of the format used, it is important for the interviewer to be thorough and consistent in their documentation, as this information will be used to make an important hiring decision.

 

What Information Should the Interviewer Record?

During an interview, it is important for an employer to record key information to help make an informed decision about the candidate. Here are some of the key information an employer should record during an interview:

• Candidate’s background: Record the candidate’s work history, education, and other relevant information that was discussed during the interview.
• Skills and Qualifications: Note the candidate’s skills and qualifications, and how they align with the requirements of the role.
• Work style and demeanor: Observe the candidate’s work style, demeanor, and how they interact with others. This can provide valuable insight into the candidate’s cultural fit with the company.
• Responses to questions: Record the candidate’s responses to questions. This will help the employer remember what the candidate has said and how they answered specific questions.
• Assessment of fit: Evaluate the candidate’s fit with the company culture, values, and the team.
• Areas of improvement: Identify areas where the candidate could improve, such as training needs or additional skills they may need to acquire.
• Impressions: Record the interviewer’s overall impressions of the candidate, including strengths and weaknesses.

By recording this information, the employer can have a comprehensive view of the candidate and make an informed decision about their fit for the role and the company. Additionally, having a record of the interview can also be helpful in case of any disputes or legal challenges.

 

What Techniques Can an Interviewer Use to Evaluate the Candidate and Interview Results?

After an interview, an interviewer can use the following techniques to evaluate the candidate and the interview results:

• Compare the candidate’s qualifications and experience to the job requirements: Evaluate the candidate’s experience, skills, and qualifications against the requirements of the role.
• Review notes from the interview: Review the notes taken during the interview to ensure all relevant information has been captured.
• Assess cultural fit: Evaluate the candidate’s fit with the company culture, values, and team dynamics.
• Consider the candidate’s answers: Reflect on the candidate’s responses to questions and consider how they align with the role and the company’s goals.
• Seek feedback from other interviewers: If a panel interview was conducted, seek feedback from other interviewers to get a more comprehensive view of the candidate.
• Check references: If the candidate has given references, follow up with them to get additional insight into the candidate’s work style and performance.
• Evaluate the overall impression: Consider the interviewer’s overall impression of the candidate and whether they would be a good fit for the role and the company.

By using these techniques, the interviewer can have a comprehensive view of the candidate and make an informed decision about their fit for the role and the company.

 

How Do You Provide Constructive Feedback to the Candidate After an Interview?

Providing constructive feedback to a candidate after an interview requires careful consideration and clear communication. Here are some guidelines to follow:

• Be specific and objective: Provide concrete examples of the candidate’s strengths and weaknesses and avoid using vague or subjective terms.
• Focus on areas for improvement: Highlight specific areas for improvement, but also acknowledge the candidate’s strengths and positive attributes.
• Use a professional tone: Maintain a professional tone and avoid being negative or harsh.
• Offer suggestions for future improvement: Provide the candidate with suggestions for how they can improve their skills and performance in future interviews or on the job.
• Timing is key: Provide feedback in a timely manner and avoid leaving the candidate waiting for an extended period of time.
• Be empathetic: Show empathy and understanding of the candidate’s situation, and acknowledge the effort they put into the interview process.
• Provide closure: Provide closure by summarizing the feedback and reiterating the decision on the hiring process.

By following these guidelines, the interviewer can provide constructive feedback to the candidate that is both helpful and professional, while also maintaining the integrity of the company’s recruitment process.

 

After A Round of Interviews with Candidates, How Do You Make an Informed Decision on Hiring?

Making an informed decision on hiring requires a systematic and objective evaluation of the candidates based on the information gathered during the interview process. Here are some steps to follow:

1. Review notes from the interview: Review all the notes from the interview and compare each candidate to the job requirements and company culture.
2. Evaluate each candidate: Evaluate each candidate based on their skills, experience, and how they fit into the company culture. Consider the candidate’s answers to questions, as well as their body language, enthusiasm, and overall impression.
3. Consider references and background checks: Consider the results of references and background checks, as well as any other relevant information that may have been gathered during the recruitment process.
4. Evaluate candidate suitability: Evaluate the candidate’s suitability for the role, considering the results of their interview, references, and background check, as well as their skills, experience, and personality.
5. Compare candidates: Compare the results of each candidate to determine the best match for the role and the company.
6. Make a decision: Based on the results of the evaluation, make a decision on which candidate to hire, or if further evaluations are necessary.
7. Communicate the decision: Communicate the decision to all the candidates, either offering them the role or explaining why they were not selected.

By following these steps, the employer can make an informed decision on hiring that is based on a comprehensive and objective evaluation of each candidate.

 

What Legal Considerations Must Employers Consider When Conducting Job Interviews?

The Ten Most Important Legal Considerations For Employers When Conducting Job Interviews In The UK

• Equality Act 2010: Ensure that interview questions and processes do not discriminate based on protected characteristics such as race, gender, age, or religion.
• Data Protection Act 2018: Ensure that personal data collected during the interview process is handled securely and in accordance with data protection regulations.
• Working Time Regulations 1998: Ensure that interview times do not exceed the maximum weekly working hours or minimum rest periods.
• Health and Safety at Work Act 1974: Ensure that the interview environment is safe and free from hazards.
• Right to work in the UK: Ensure that all candidates have the right to work in the UK and that checks are made to confirm this.
• Immigration, Asylum and Nationality Act 2006: Ensure that all candidates are treated equally and that right to work checks are made for all candidates, regardless of their nationality.
• The Human Rights Act 1998: Ensure that all candidates are treated with dignity and respect and that the interview process does not infringe on their human rights.
• National Minimum Wage Act 1998: Ensure that candidates are not paid less than the national minimum wage, even during the interview process.
• Fraud Act 2006: Ensure that interviewees are not subjected to fraud or deceit during the interview process.
• Bribery Act 2010: Ensure that interview processes are transparent and free from bribery or corruption.

 

The Top Ten Legal Considerations For Employers When Conducting Job Interviews In The USA

• Equal Employment Opportunity (EEO) and anti-discrimination laws, including Title VII of the Civil Rights Act, Age Discrimination in Employment Act, and Americans with Disabilities Act.
• Use of pre-employment tests and inquiries, including criminal background checks and credit checks.
• Privacy and data protection laws, such as the Fair Credit Reporting Act and General Data Protection Regulation (GDPR).
• National Labor Relations Act and its protection of employee rights to discuss pay and working conditions.
• Immigration law and proper verification of work eligibility.
• Accommodation of disabilities and religious beliefs, as required by the Americans with Disabilities Act and Title VII of the Civil Rights Act.
• Employee privacy rights and avoiding inquiring into sensitive information such as marital status, political affiliations, and genetic information.
• Proper use of arrest and conviction records in hiring decisions, in accordance with the Equal Employment Opportunity Commission guidance.
• Proper use of references and avoiding defamation of previous employees.
• Compliance with wage and hour laws, including minimum wage, overtime, and record-keeping requirements under the Fair Labor Standards Act.
•  

Are There Any Interview Techniques That, Although Legal, Are Considered Inappropriate?

there are several interview techniques that have been criticized and are considered controversial due to ethical, validity and reliability concerns, despite being legal. Some of the examples include:

• Polygraph tests, also known as lie detector tests, are controversial because they have not been proven to be scientifically reliable, and the accuracy of the results can be influenced by the emotions and state of the interviewee. Moreover, the use of polygraph tests can be seen as intrusive and unethical, especially when the information disclosed during the test can be used against the interviewee in the future
• Stereotype bias or discriminatory questioning are likely to be illegal, but even where this is not the case, questions based on the candidate’s gender, race, religion, or other personal characteristics, are often considered unacceptable and controversial. Questions that relate to an applicant’s marital status, sexual orientation, and age are also illegal under anti-discrimination laws in many countries and may be distasteful for applicants.
• Questions about an applicant’s salary history can perpetuate wage discrimination, and asking questions about an applicant’s health or disabilities can be seen as an invasion of privacy.
• Brainteaser or hypothetical questions are controversial as they are not necessarily related to the candidate’s qualifications or job performance, and can put the interviewee in an uncomfortable position. Furthermore, they have been criticized for being unfair and unrepresentative of the real job tasks and challenges.
• Making promises that the company cannot fulfill. Furthermore, any form of deception or manipulation during an interview, such as lying about the job responsibilities or company culture, is considered unethical and unacceptable.

Thus, it’s important for interviewers to be aware of these controversial interview techniques and to avoid using them. It’s essential to conduct an interview in an ethical, fair, and unbiased manner, focusing on the candidate’s qualifications, skills, and experience relevant to the job requirements.

What Should You Do If a Job Applicant Makes a Complaint About Their Interview?

If a job applicant makes a complaint about their interview, the employer should take the following steps:

• Listen to the complaint: Listen to the complaint in a non-judgmental and impartial manner, and acknowledge the concerns raised.
• Investigate the complaint: Gather all relevant information and evidence related to the complaint, and conduct a thorough investigation.
• Respond promptly: Respond to the complaint in a timely and professional manner, and provide an explanation for any decisions made.
• Consider any legal implications: Review the complaint to see if it raises any legal issues, and seek the advice of a HR or legal professional if necessary.
• Consider any impact on future recruitment: Evaluate the impact of the complaint on future recruitment, and implement any necessary changes to avoid similar incidents in the future.
• Provide a resolution: Provide a resolution to the complaint that is fair and reasonable, and follow up with the applicant to ensure that the issue has been resolved to their satisfaction.

 

What Is the Future of Interviewing Techniques from the Employer’s Perspective?

From the employer’s perspective, the future of interviewing techniques may include:

• Increased use of technology, such as AI-powered interview tools and virtual/online interviews.
• A greater focus on evaluating candidates’ soft skills and cultural fit.
• Increased use of Behavioural and competency-based interviews to assess a candidate’s past Behaviour and potential for success.
• Greater use of diverse interview teams and panels to ensure fair and unbiased decision-making.
• Increased use of post-interview assessment tools, such as work samples and situational judgment tests, to gain a more comprehensive understanding of a candidate’s abilities.
• A greater emphasis on candidate experience and engagement throughout the recruitment process.

 

Conclusion

In conclusion, effective interviewing techniques are critical to the success of the recruitment and selection process. A variety of interviewing styles are available, each with its own strengths and weaknesses. It is important for interviewers to choose the most appropriate technique based on the specific requirements of the role, the nature of the organization, and the preferences of the candidate. The traditional interview, behavioral event interviewing, situational interviewing, competency-based interviewing, and structured interview guide are just some of the approaches available. The most effective approach will depend on the particular circumstances of the interview, and it is important for interviewers to be familiar with the different styles and their implications.

It is also important for interviewers to be well-prepared and to have a clear understanding of the position requirements and the candidate’s skills and experience. Careful research and preparation will help to ensure that the interview process is effective and that the right questions are asked. The interviewer should also take detailed notes during the interview, capturing all relevant information to help in the decision-making process.

In short, interviewing is a crucial component of the recruitment and selection process. A well-planned, well-structured, and well-executed interview will help to ensure that the right person is selected for the role, increasing the chances of a successful appointment and a positive outcome for both the organization and the candidate. By familiarizing themselves with the different interview techniques and by preparing thoroughly, interviewers can make the most of the interview process, maximizing its potential and ensuring that the right decisions are made.

 

Resources for Employers Wanting to Learn More About Interview Techniques

Here are three online resources for UK employers looking to learn more about interviewing techniques:

• ACAS (Advisory, Conciliation and Arbitration Service): https://www.acas.org.uk/recruitment and https://www.acas.org.uk/hiring-someone
• CIPD (Chartered Institute of Personnel and Development): Recruitment Factsheet https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/factsheet
• UK: Recruiting and Hiring Advice https://www.gov.uk/browse/employing-people/recruiting-hiring
• UK Government: Civil Service Competency Framework https://www.gov.uk/government/publications/civil-service-competency-framework
• Hays Recruitment: Competency Based Interviews https://www.hays.com.au/employer-insights/recruitment-information/conducting-competency-based-interviews
• CV-Library: Behavioural vs Competency Interviews https://www.cv-library.co.uk/career-advice/interviews/key-differences-between-behavioural-competency-interview/
• Recruitment and Employment Confederation: Guides https://www.rec.uk.com/recruiters/legal/legal-guide#az-guides