"Hire Right" Three Steps for Successful Interviewing


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"Hire Right"
Three Steps for Successful Interviewing
by BOL Guru, Gayla Sherry

With the many employment laws facing organizations today, the difficult task of effective interviewing and employee selection seems even more daunting. The opportunities to learn about an applicant's relevant background and experience are often overshadowed by fear of violating anti-discrimination laws. However, despite the regulations, we can still ask relevant questions that help us make the best hiring decision and select employees that are the best fit in our organization.

November 5
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A successful interview requires an understanding of the job to be filled, preparation and effective communication skills. Here are some tips to help make your interviews successful:

Understand the Job to Be Filled
Even if you are generally familiar with the job, it's helpful to review all qualifications for the position before the interview. The job description, if available, is a good source for this information, but don't let the absence of a current job description deter you from this important step in the interviewing process. Review the requirements of the job, including:

Skills and abilities, such as experience, education, technical and analytical skills, and communication
Expected behaviors for success in the job, such as attendance, motivation, goals, reliability, stress management
Expectations related to the bank's culture, such as teamwork and interpersonal style

Prepare for the Interview
Adequate preparation for the interview is essential to successful employee selection. Sacrificing the preparation time can cause overlooking key factors. As a result, we increase the risk of making a poor hiring decision that will cost the bank in turnover, decreased morale, productivity and increased conflict.

The first step in preparing for the interview is to compare the information from the applicant's resume with the completed employment application. This comparison can reveal interesting issues, such as gaps in employment and discrepancies in work history and educational background. These issues will become the basis for questions to ask the applicant.

It's important to anticipate the approximate amount of time for the interview, preferably at a time when interruptions are minimal. When possible, conduct the interview in a private office or conference room.

The next step of preparation is to list questions that are job-related, open-ended and behavioral questions. While you can't plan every question before the interview, you can outline general questions to ask based on the job qualifications and your review of the applicant's materials. By listing questions, you can make sure that you ask every applicant similar questions, which will help when choosing among the several applicants.

Open-ended questions
Open-ended cannot be answered with a "yes" or "no" and require a longer response from the applicant. If you provide only the choice of answering yes or no, the applicant will likely say just that, and will probably choose the answer that he or she thinks you want to hear. By asking open-ended questions, the applicant's responses will provide insight into relevant experience, while providing you an opportunity to assess the applicant's verbal and non-verbal communication skills.

Asking open-ended questions is an especially effective technique if you find yourself doing all the talking during the interview, or have been frequently challenged by the "silent" applicant.

Behavioral questions
Behavioral questions are open-ended and are useful in determining an applicant's relevant past experience. Most behavioral questions begin with a phrase such as, "tell me," or "describe a time," etc. The applicant's answers to behavioral questions will give you some insight, based on the applicant's description of a past experience, as to how that applicant is likely to perform related job duties in your bank.

If the applicant does not provide the detail in the first response that you expect, behavioral questions can be excellent follow-up questions. For example, if you ask the applicant to describe a strength, and the response is, "I'm really good with people," or, "my co-workers seem to like me," you can follow-up with a behavioral question, such as "tell me about a time you resolved a conflict between you and a co-worker."

The most effective questions during an interview are those which combine all three of these question types. Those questions that are job-related, open-ended and behavioral will yield the best insight into an applicant's past.

For example, you may be interviewing an applicant for a teller position in your bank, who is currently a cashier in a convenience store. Based on initial questions, you can confirm the applicant's experience in handling coin and currency, balancing a cash drawer, and resolving difficult customer situations. Examples of questions to ask the applicant, which combine the benefits of job-related, open-ended and behavioral questions, are:
"Tell me about a time you reconciled an out-of-balance condition in the cash drawer."

"Describe methods you have used successfully to defuse an angry customer."

Communicate Effectively During the Interview
How effectively you communicate as an interviewer can directly affect the quality of your hiring decision. Effective communication will set a professional tone, reduce nervousness and encouraging the applicant to relax. A relaxed applicant will generally be more forthcoming about work experience and qualifications; therefore, you are likely to make a better hiring decision.

To introduce the interview, you can certainly begin with a question or comment to "break the ice," but do so carefully. Even when opening the discussion, avoid sensitive areas such as marital status and children, religious interests, church memberships, club activities, etc. A good "ice-breaker" for an opening comment is to discuss the weather (briefly!). Then, quickly follow-up with a job-related question, such as "How did you hear about our bank?" before proceeding into the interview.

During the initial stage of the interview, it's helpful to let the applicant know what will - and will not be covered - during the interview. In some cases, interviewers prefer not to discuss detailed benefits or salary information until a follow-up interview. If so, clarify that preference to the applicant. It's also helpful to let the applicant know the interview process, such as follow-up interviews, group interviews, potential interviews at another location, etc.

As you begin interviewing the applicant by asking appropriate questions that are job-related, open-ended and behavioral, focus on doing more listening than talking. Feel free to take notes during the discussion, ensuring that you maintain good eye contact with the applicant.

In some cases, an applicant will - either intentionally or unintentionally - raise issues in areas that are potentially discriminatory. Remember, it's your role as the interviewer to redirect and keep the discussion focused on job-related factors.

During the interview, it's important to communicate positively and realistically, while being courteous and respectful. Avoid making promises about the bank over which you have no control, such as "This bank has been here since statehood, and we're here to stay," or, "You work hard for us and you'll have a job as long as you want it."

As the interview ends, express your appreciation for the applicant's time in completing the application and interview and provide information about the next step in the hiring process. Let applicants know when you plan to make a decision, and how they will learn of your decision, through letters, e-mail or telephone.

Even if you are fairly certain at the end of the interview that you want to extend an offer to the applicant, consider delaying that final decision until you have had an opportunity to reflect on the interview and the application materials. The rush of trying to fill a position can result in a rash decision. While filling the position is important, it's even more critical that we fill the position with the best-qualified applicant.

The most obvious reason for conducting an interview is, of course, to assess the applicant and to describe the job. However, a sometimes overlooked objective is that of creating goodwill for the bank, whether or not the applicant is hired. The applicant will leave with an overall impression of the bank, so you'll want to make sure that impression is positive.

As with many management skills, interviewing skills are developed over time, with experience and education. In many ways, interviewing applicants and making loans are analogous. Both require preparation, an investment of time and our best judgment. In both situations, we make the best decision we can, realizing that we will miss the mark occasionally. However, by applying good techniques, procedures and processes to either function, we can reduce the probability of bad loans or poor hiring.

First published on BankersOnline.com 8/25/03

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