How to in­ter­view job can­di­dates

Lesotho Times - - Jobs & Tenders -

THERE have been a tremen­dous num­ber of ar­ti­cles writ­ten for job seek­ers about how to do well in an in­ter­view — ap­pro­pri­ate dress, con­duct­ing back­ground re­search on the com­pany, ques­tions to ask the in­ter­viewer, etc. — but an in­ter­view is a two-way con­ver­sa­tion. A skilled in­ter­viewer who makes the can­di­date com­fort­able will gain valu­able in­for­ma­tion about the per­son and present a pos­i­tive im­age of their com­pany, im­prov­ing the odds of the best can­di­date be­ing hired.

This list of ac­tions will help you im­prove your skills and make your next in­ter­view a more pro­duc­tive and pos­i­tive ex­pe­ri­ence for you and the can­di­date. 1. Be pre­pared. Pre­pare for the in­ter­view by hav­ing a list of qual­i­fi­ca­tions and job responsibilities for the open po­si­tion. Be ready to an­swer ques­tions about the com­pany’s goals and em­ployee ben­e­fits. 2. Make the can­di­date com­fort­able. Make the can­di­date more com­fort­able by in­tro­duc­ing them to the com­pany staff or of­fer­ing a glass of wa­ter or cup of cof­fee. Th­ese ac­tions will help the can­di­date re­lax and pro­vide a more accurate demon­stra­tion of their qual­i­fi­ca­tions. If they seem shy, try to put them at ease and en­cour­age con­ver­sa­tion.

Make sure that they have ev­ery­thing they need for the in­ter­view - such as date, lo­ca­tion and if they’ll be in a group in­ter­view. Wouldn’t you be ner­vous if you walked into an in­ter­view un­aware there would be a bunch of other peo­ple there? 3. Be con­sis­tent with your ques­tions. Ask each can­di­date the same ques­tions. This will al­low for con­sis­tency in the in­ter­view process and pro­vide a ba­sis to com­pare can­di­dates. Ask one ques­tion at a time and use ope­nended ques­tions to en­cour­age more in­put from the can­di­date. Do not ask lead­ing or closed-end ques­tions. 4. Learn about the can­di­date. Re­view the can­di­date’s re­sume and cover let­ter prior to the in­ter­view. Learn some­thing about them by check­ing so­cial me­dia ac­counts and pro­fes­sional sites such as Linkedin. 5. Be con­ver­sa­tional. An in­ter­view is a mu­tual ex­change of in­for­ma­tion. Make the process feel like a con­ver­sa­tion. Break the ice by ask­ing the can­di­date about hob­bies or in­ter­ests. That will help the can­di­date re­lax and en­cour­age them to speak freely about their ac­com­plish­ments and qual­i­fi­ca­tions. 6. Be flex­i­ble. If the con­ver­sa­tion takes a turn off topic, go with it. But do not let such a di­ver­sion change the to­tal di­rec­tion of the in­ter­view. 7. Work on your lis­ten­ing skills. De­velop your lis­ten­ing skills. Be­ing a strong lis­tener will show your in­ter­est in the can­di­date and en­cour­age them to speak of their qual­i­fi­ca­tions. I specif­i­cally ap­ply this when hir­ing re­mote work­ers. It’ll help you get the best per­son avail­able and keep them long term, even if they are work­ing re­mote. 8. Act nat­u­rally. While pre­par­ing ques­tions and other in­for­ma­tion of an in­ter­view is im­por­tant, do not re­hearse so much that you ap­pear ro­botic. Re­lax and en­cour­age the con­ver­sa­tion to flow nat­u­rally. Re­mem­ber, most peo­ple can sense if some­one is be­ing fake. A can­di­date will ar­tic­u­late best if the in­ter­view is held in a more truth­ful at­mos­phere. 9. Don’t worry if there’s si­lence. Do not feel pres­sured to fill the in­ter­view with con­stant chat­ter. En­joy the mo­ments of si­lence and use them to con­sider the can­di­dates replies to pre­vi­ous ques­tions. Th­ese breaks in the con­ver­sa­tion can also give the can­di­date time to think of a ques­tion they may have for you. 10. Ask ap­pro­pri­ate ques­tions. Ques­tions are part of an in­ter­view, but you must care­fully avoid ques­tions that are in­ap­pro­pri­ate or even il­le­gal. Ask­ing about a can­di­date’s age, mar­i­tal sta­tus, race or re­li­gion is il­le­gal and can have se­ri­ous reper­cus­sions for your compa- ny. Ques­tions re­gard­ing birth­place, coun­try of ori­gin, ar­rest record and dis­abil­i­ties are also il­le­gal dur­ing the in­ter­view process. 11. Don’t make the in­ter­view about you.

Do not mo­nop­o­lize the con­ver­sa­tion dur­ing the in­ter­view. While the can­di­date needs in­for­ma­tion from you about the po­si­tion and the com­pany, they also need the op­por­tu­nity to present their qual­i­fi­ca­tions and demon­strate how they are the ideal for the po­si­tion. The ra­tio of talk­ing should be 80 per­cent from the can­di­date and 20 per­cent of the in­ter­viewer. 12. Make the can­di­date cu­ri­ous Give the can­di­date the type of in­for­ma­tion that will make them cu­ri­ous about the com­pany. This will cre­ate a good im­pres­sion of your com­pany and en­cour­age this par­tic­u­lar can­di­date to re­fer their friends and as­so­ciates for fu­ture open­ings. 13. Lis­ten for non-ver­bal lan­guage. Lis­ten­ing is im­por­tant but you should also learn to read non-ver­bal clues. Such signs can in­di­cate the can­di­date’s level of in­ter­est and hon­esty. 14. Fol­low-up with the can­di­date. Con­tact the can­di­date after the in­ter­view to let them know the sta­tus of their ap­pli­ca­tion - re­gard­less if they re­ceived the po­si­tion or not. This help­ful to the job seeker and leaves a good im­pres­sion of your com­pany. The can­di­date will be more likely to re­fer oth­ers to your com­pany. — En­tre­pre­neur

AN in­ter­view is a mu­tual ex­change of in­for­ma­tion. Make the process feel like a con­ver­sa­tion.

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