Conducting interviews

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An interview is a two-way process, it is an opportunity for both the organisation and the candidate to find out whether they are suitable for each other.

It is recommended that interviews are always conducted by two people so that one person can write notes whilst the other person asks questions and observes the candidate’s responses. Often interviewers prefer to share these roles and alternate between the two tasks during the interview.

Before the interview

• Invite the candidate to attend an interview via telephone, email or letter, ensuring that the points included in the invitation to interview letter are covered.
• Book a room, taking into account any special arrangements that the candidate may require, for example, wheelchair access.
• Select a co-interviewer, for example, a member of staff who knows the job well, a member of HR, etc.
• Read the application carefully, take note of any specific questions you may have about previous roles, employment gaps, etc.
• Discuss with your co-interviewer who will ask which questions whilst the other person is writing notes.
• Inform reception of the interview so that they can welcome the candidate and help to put them at ease.

Meeting and greeting at the interview

The candidate should be greeted by one of the interviewers; sending someone else may give the impression that the interviewer is too important to meet the candidate. Greeting the candidate also gives the interviewer an opportunity to build some rapport with the candidate whilst walking them to the interview room.

After greeting the candidate:

• offer to take their coat
• show them where to sit
• offer them a drink: it is a good idea if a colleague can be available to make the refreshments so that the interview is not delayed whilst one of the interviewers leaves the room.

Conducting the interview

During the interview the interviewers are seeking evidence of the required skills, knowledge and behaviour identified in the job description. The most successful way of accomplishing this is by asking competency-based interview questions. Questions must relate to the requirements of the job.

If it is necessary to assess whether or not personal circumstances will have an impact, this must be discussed objectively without detailed questions based on assumptions about marital status, children, domestic obligations, age, etc. It is not acceptable to ask questions about marriage plans, family intentions or age and only questions related to the job should be asked.

All candidates being interviewed for the position should be asked the same questions so that answers can be compared. This assists the interviewer in making an objective decision and helps to eliminate bias. To this end it is useful to have a schedule of interview questions which has enough space for interviewers to write notes on the candidate’s answers and score the candidate.

Start the interview by asking the candidate a non-specific question such as 'talk me through your CV' or 'tell me about your current role'. A skilled interviewer can build on the candidate’s answer to find evidence or lack of evidence of the desired skills, knowledge and behaviour by asking competency-based interview questions.

Finish the interview by inviting the candidate to ask any questions that they have about the organisation or the role and by giving them any additional information that you feel is important.

Things to watch out for whilst interviewing

• First impressions: first impressions count but don’t let them count for everything. It is important to work through the interview schedule and to be as objective as possible.
• Halo/horns: early on in the interview it is easy to get a perception that someone is perfect or not right for the job.  When this happens ask questions to look for evidence to the contrary.

Equal opportunities

There are a number of diversity and discrimination laws that need to be taken into account when conducting interviews and employing people in general. Interviewers should take care not to ask questions that could be perceived as discriminatory.

It is good practice to take comprehensive notes during the interview so that an objective decision can be made. Interview notes may also used as evidence in the case of tribunal.

Managers and others involved in the interview and selection decisions should receive training on equal opportunities and understand the employers policy. They should treat applicants on their merits and be aware of the dangers of assumptions about applicants 'fitting' into the workplace.

Records of interviews must be kept showing why applicants were, or were not, appointed.

Have your say

Have you had to deal with any difficult situations in interviews? How many people do you interview for each role? Have you made any mistakes when interviewing candidates?

Share your experience on the Recruiting staff forum.