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What You Should Ask in the Follow-Up Interview

∞ posted 4 weeks ago in HR Human Resources Follow-up Interviews contains 2 notes

by Randy Clark

In a previous post, I discussed interview techniques for prospective employees during the initial pre-selection interview. The initial interview is typically proceeded by a follow-up interview — an integral part of the process. I’ve found a follow-up interview works best when centered on the following questions:

• Follow-up questions for determining the candidate’s understanding of information previously shared
• Probing questions about their previous position(s) and how the candidate may or may not fit the culture of your organization
• Behavioral questions designed to determine the candidate’s ability to complete tasks and work with the team

With multiple interviews, I recommend a couple managers conduct them. The insights of TWO managers are usually better than ONE, as I’ve often missed a pertinent aspect another interviewer had found. I believe the manager who’ll directly manage the employee should conduct the follow-up interview; this helps the manager bond with the candidate, establishing a direct report relationship.

The purpose of the follow-up interview is to determine if the candidate fits the culture of the company, has the skills to complete assigned tasks, and understands the responsibilities and expectations of the position. Although the first interview should have confirmed whether the candidate fits the hiring profile, it’s prudent to check the profile with a few questions such as:

• What’s your proudest accomplishment?
• What motivates you (ex: money, recognition, being part of a team, a boss you can talk to, a feeling of accomplishment)?
• What was your most recent self-improvement?

Ask open-ended cultural and behavioral questions

• What was your favorite job and why?
• What group of people did you work well with in the past?
• Whom did you not work well with? Why? Give me an example, etc.
• What goals can our organization help you achieve?
• Why do you want to work here?

Regardless of the questions, quizzes, and research conducted during an interview process, mistakes will be made. However — by following a system, considering what traits make the best candidate, and following through — the number of bad hires can be limited.

You can download my follow-up interview form, and if you’d like more on the recruiting/interview process, see my previous posts:

Recruiting is not a Nuisance

Where are the Best Employees?

Getting Recruits in the Door

How to Create an Interview Profile

8 Quick Tips on Conducting Employment Interviews

How to Avoid Costly “Bad” Hires

7 Often Overlooked Interview Techniques

7 Often Overlooked Interview Techniques

∞ posted 1 month ago in interviewing tips Interview Questions hiring practices hr

by Randy Clark

I believe there are a few important points to consider before conducting interviews which are often overlooked or under-valued.

Where Will The Interview Take Place?
Not only should it be conducted in a clean, uncluttered, quiet location, but in an open area. I believe conducting the interview from behind a desk is not as conducive to open, honest dialogue as sitting facing one another without obstacles (like a desk) between you and the candidate.

What Will You Wear?
Back in the day (I am old school), the interview uniform was a coat and tie — which, even then — felt inappropriate when conducting interviews for positions that didn’t require a coat and tie. Today, business is often less formal, and business casual is suitable in most cases. Obviously, don’t dress down to the point of reflecting negatively on your organization, but don’t overdress and set yourself too far above the candidate. Wearing torn blue jeans while interviewing a c-level candidate is probably as ineffective as wearing a suit while interviewing for labor positions. Either situation may make it more difficult for a candidate to “open up” with you.

What Should You Know About The Candidate Ahead Of Time?
Be prepared by reviewing resumes, applications, and doing research before the interview. The number of organizations checking job candidates on social networks has increased. You should have a good understanding of the candidate’s qualifications and experience without passing judgment or making strong opinions before meeting the candidate.

What Should You Give Candidates To Take With Them?
I suggest preparing a packet for qualified candidates to take with them which could include:

• Job description
• Benefit package information including costs to employees
• Product brochures
• Awards, news, and press releases/mentions
• A company newsletter
• Mission, vision, and ethics statements

Who Should Be Allowed To Interrupt You During The Interview?
I want to say, “NO ONE,” but that’s not true. Recently, I conducted interviews while waiting for news about my father, who was in the hospital. I left my phone on. I’ve conducted interviews while waiting for an important client call and took the call. However, don’t make it the rule — it should be the exception. Your staff and team should understand not to interrupt you unless it’s critical, can’t wait, and no one else can handle the interruption.

How Long Should An Interview Take?
That’s a difficult question because the skill sets required for various positions will affect the time needed to gather the information. I conduct most interviews in 30 minutes or less, however, the interview process may consist of several 30-minute incremental steps. Why 30 minutes? It’s been my experience if an interview is focused, and the interviewer knows what he or she is looking for, it can be completed in 30 minutes or less. Often interviewers will budget more time than is needed, then fill the time — Parkinson’s Law.

Here are a few more thoughts on how long an interview should last.

When Should The Interview Be Ended?
The interview should end either when it’s determined the candidate does not fit the position, or by explaining the next step in the interview process to qualified candidates. I strongly urge transparency in an interview. The minute it’s determined a candidate is not a good fit or does not qualify — end the interview by politely telling the candidate why they don’t fit. Why waste anymore of their or your time? In my opinion, it is irresponsible and unfair to continue an interview with someone you wouldn’t consider for the postion. Please don’t complete an interview then tell an unqualified candidate you’ll contact them. Here’s more on conducting interviews.

Plan ahead, be prepared, think this through, and you will increase your competency as an interviewer and the quality of candidates you recommend to your organization.

How To Avoid Costly “Bad” Hires

∞ posted 1 month ago in bad hires hiring practices hr Human Resources contains 3 notes

by Randy Clark

I believe a multi-step interview system is often the best approach. If the pre-selection interview has been conducted with transparency — meaning, NOT ONLY discussing the pros of the job, BUT ALSO, the possible pitfalls — the candidate has time to consider the position, conferring with family and friends. The time between the pre-selection interview and the next step allows us to research the following:

• Criminal Background and Drivers License
• Credit History
• Previous Employment
• Education
• Personal References

Criminal Background and Driver’s License

There are several resources available, including state government services. For example, the Indiana State Police offer limited criminal background checks, and a driver’s license search. Once an account has been setup, checks can be completed in minutes. Expect to pay $15-$25 for a criminal background check, and $7-15 for a license verification. I wholeheartedly recommend the expenditure. I’ve found backgrounds with every type of felony — convicted embezzlers applying for money handling positions, burglars applying for residential in-home installation jobs, and much worse. When Kevin Scott, who was previously convicted on federal charges of bank and mail fraud, was hired to head the Indiana State Employee Retirement Fund (PERF), he had access to 200,000 social security numbers and 11 billion dollars in funds, according to rtv Channel 6. Indiana State Senator Murray Clark had this to say: “It is patently obvious that PERF does not have an institutionalized background check process. That’s startling to me.”

Why a drivers license check? First, it shows character, or lack thereof. Do you really want someone on your team who cannot keep an operator’s license? Without a valid driver’s license, how reliable will they be getting to work, or working overtime?

Credit History Check

I have only used credit checks with C-level applicants; however, that doesn’t mean a credit check couldn’t be used for any position. A wise man once questioned why I was considering promoting a team member who had financial difficulties. He asked, “Why would you trust this person with our money when they can’t handle their own?

Previous Employment Reference Check

When attempting to gather previous employee information, you may find many organizations have policies limiting the information shared about previous employees; however, I’ve found a few helpful strategies:

• Ask to speak to the past employee’s supervisor; they will often know more about the employee and be more candid than HR.
• If all else fails I ask, “Would you hire them back?” Follow up with a simple ‘Why?” or “Why not?”… you may be rewarded.

Here’s an excellent reference checklist from the University Of Pittsburgh Medical School (pdf).

Education Check

How often do we assume the educational information on an application is correct without checking it? George O’Leary was hired by Notre Dame University under the pretense of having a Masters Degree, which among other misrepresentations, he did not.

Personal References

The Business Owner’s Tool Kit offers valuable suggestions for conducting personal reference checks, including a reference check by phone. Often people are more forthcoming when asked questions via phone instead of in writing.

What’s the bottom line? Take time for research and it may save your company thousands lost from a “bad” hiring decision.

How to Create an Interview Profile

∞ posted 1 month ago in interviewing tips Human Resources HR contains 1 note

by Randy Clark

Having advised managers about hiring over the years, I’ve learned they too often don’t know whom they should hire. Do you know who to hire? Have you looked beyond specific job skills, knowledge, and education? Have you considered what traits successful employees in your organization share, and what personalities fit into your culture? If not, I suggest you create an interview profile. 

4-Point Interview Profile

• Work History – What’s important for this position? Is it specific experience, job stability, time on the job, number of positions, time in between positions, etc.?
• Requirements of the Position – Don’t just consider the knowledge, skills, and education required, but what tools, hours, travel, character traits, etc., are also specific to the position?
• Shared Successful Traits – What traits do successful team members share? Is it passion, hard work, enthusiasm, diligence, a sense of humor, a positive attitude?
• Observations – What do you specifically want to observe? It could be energy level, attitude, people skills, communication skills, etc.

After you’ve answered the questions above, create a simple interview profile. The following is an example:

Work History — Job Stability

• No job hopping — no more than two jobs in the last three years (take into consideration the reason for leaving the position).
• Look for gaps in employment and question these gaps.

Requirements — Transportation

• They must have a current valid driver’s license.
• Reliable transportation that fits the position is required.

Successful traits — Major Accomplishments

• A goal(s) that has been achieved during school, sports, or previous positions.
• An accomplishment that took determination.

Observations (rate them from 1 being great to 5 being unacceptable)

• Communication skills — Did the candidate present clear and complete thoughts?
• Energy level — Were they enthusiastic? Were they passionate about anything?
• Sense of humor — Did they share a sense of humor, and was it appropriate? Does it fit the culture?
• People skills — Were they open, friendly, and warm towards you?
• Motivation — Why do they want to work with you? What are their goals?
• Attitude — Were they respectful, open, honest, and attentive? How did they speak of previous positions?

One key to successful interviewing is to understand who and what will serve your organization best. Do you know whom you should and shouldn’t hire? An interview profile may help.