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Finding and Training Great Employees Part 2
Step Two: Screen and Interview Candidates
This is one of the most time-consuming aspects of the recruitment process, so you will need to work out a system to manage the response to your job posting.
A system will also ensure you ask all potential candidates the same questions, and provide them with the same information about the role as well as about your company.
1. Decide whether all inquiries will be handled by one person or several. This will depend on your staff resources and capacity. A system will allow multiple employees to assist in the process.
For example, if your candidates have been instructed to submit their resume and cover letter to you through email, designate a single email address and inbox to receiving and responding. This way you or another staff member will not be bombarded by emails, and can designate an hour of time each day to managing the inquiries. If your candidates are calling in, designate a unique phone number or answering machine for this purpose.
2.Decide how inquiries will be responded to. This can be as simple as an email acknowledging receipt of the resume, or specific instructions on an answering machine. Ensure everyone receives the same information, and that you receive the same level of information from all candidates (resume, cover letter, portfolio, references, and other relevant information.).
If you have asked candidates to call you instead of submit their resumes through email, create a standard checklist of questions to ask them, as well as of information to provide them with. You may wish to create a script. Some questions might include:
• What kind of job are you looking for?
• Why do you think you would be well suited to this position?
• Tell me a bit about yourself.
• What makes you interested in our company?
Use this opportunity to get a feel for the applicant’s personality, and trust your initial impression. Create a form on which to record this information, and file it with their resume when you receive it.
3. Devise a process for reviewing resumes or applications. The easiest and most time efficient way to do this is in a single session, after the stated deadline, and not as you receive them. You may wish to enlist the assistance of a senior colleague to provide a second opinion.
Review the resumes and application materials, and divide the applications into three piles: interview, no interview, and maybe. From here you can begin to call candidates and set up a first interview.
It is also a good idea to be in touch with unsuccessful candidates, and politely let them know that you will not be asking them in for an interview. If you anticipate your response rate will be overwhelming, you may wish to consider stating in your advertisement that only successful applicants will be called.
Step Three: First Interview
The first interview is also a screening interview; your objective is to develop a first impression of the candidate as a person, and to determine if they are qualified for the position. If you feel you have found an ideal candidate, this is also your opportunity to convince them to choose your company over any others they may be considering. Good people don’t stay in the market long.
You will need to decide on a structure, or system, for the interview process as well. Will you be conducting the first interviews, or will another manager? Will the interviews be conducted one-on-one, or will several employees participate? If you are replacing an employee, you may want to consider inviting that employee into the interview to provide insight into the role.
Just as you are asking the potential candidate to come prepared to the interview, you must be as well.
• Have an outline prepared of what you would like to cover. Topics include: company history, job description, interview questions, compensation structure, availability, and room for advancement.
• Bring two copies of a typed job description. Include all tasks the candidate will be responsible for completing or assisting with.
• A company profile or overview document (other marketing collateral will also work here).
Begin to build a relationship with each applicant. The purpose of the interview is not just to discuss the job description, or for the applicant to get all the interview questions “right.” It is to determine if this person has the right attitude for the job, and whether or not they will fit in with the company’s culture and its employees.
Keep the interview professional, but make sure the applicant is comfortable. Interviews test our ability to perform under pressure, but you will want to gain an understanding of the applicant’s true nature. Remember that even if the applicant is not well suited to the role they have applied for, they may be suited to a future opportunity with the company.
The questions you decide to ask the candidate are highly specific to your company and the role you are hiring for. Take some time to brainstorm what you really need to know about each person, and what questions you can ask to get that information.
Keep in mind that part of the objective of the first interview is to get a sense of the candidate’s personality. You will want to ask questions about their responses, and begin to establish a real relationship with them.
Here are some starter interview questions to get you going:
• Tell me a little bit about your background.
• What has been your first impression of our company/product/services?
• Tell me about a time when…[insert a likely scenario they will encounter in the position]. How did it make you feel? How did you handle the situation?
• What advantages do you feel you have over the other candidates?
• What are your strengths? Weaknesses?
• Tell me about an achievement you’re proud of.
• Why did you leave your last position?
• Where do you see yourself in five years?
• …and so on.
Make sure you take good notes, or ask a junior member of your team to take notes for you. Also record your impression of the candidate after each interview. You will want to be able to reflect on each interview before inviting the candidate to the next phase of the selection process.
When the first interviews have been completed, review your notes and discuss your first impressions with other employees involved in the process. Then, decide who you would like to invite back for a second interview, and let the unsuccessful candidates know they are not right for this particular role.
Step Four: Second Interview + Reference Check
The second interview is used to confirm your impressions of the applicants you believe are well suited to the job. It can also be used to get more information, or to more closely compare two solid candidates.
Make sure you only offer a second interview to those you are considering hiring. If you are on the fence about a candidate, chances are your instincts are right, and bringing them in for a second interview is a waste of their time and yours.
When you call a candidate to invite them to come in for a second interview, remain professional and don’t make any allusions to a job offer. If your impression of them changes during the second interview, you do not want to have to go back on something you said. Let them know what you thought of them based on the first interview, and ask if they would be interested in meeting with you a second time.
Give yourself and the candidate at day or two between interviews to reflect on the first interview and prepare for the second.
You may wish to change the person or team of people who conducted the first interview. Usually the second interview is conducted with more senior team members at the table.
While the second interview is often less structured than the first – a relationship has already begun to be established – you should still prepare a list of questions for the candidate.
These questions should focus on the specific tasks related to the job, and on providing more information about the culture, systems, and values of the company. You can also use the second interview to ask questions you may not have had the chance to in the first interview.
Office Tour + Introductions
Once you have determined that you have found the candidate for the job, take them on a tour of your office or business, and introduce them to your staff members. This is a good way of gaining an initial understanding of how the candidate might interact with your existing staff members.
This is the final – arguably most important – step to make before offering the job to the candidate. You should ask your candidate for at least three employment references, and perhaps one character reference.
Call each reference contact, and explain who you are and why you are calling. Then ask if they have a few moments to answer some questions about the candidate. You will want to find out information about punctuality, professionalism, skills, and their reason for leaving. Cross reference this information with your interview notes to ensure consistency between the candidate and their reference.
Step Five: Hire Your Employee
Provided their references are solid, now is the time to make them an offer of employment.
Call the candidate personally to offer them the job. Make sure you congratulate them, and express your enthusiasm in welcoming them into your team. You will also need to follow up your conversation with a letter or email that includes the job offer document or contract.
In the case a candidate declines the job offer, you may wish to do a reference check on your second pick candidate and make them an offer.