DRG Memo

By William C. Byham, Ph.D

Reprinted by Permission.

Introduction

During an interview, the interviewer, whether it's a recruiter, a hiring manager, or perhaps another stakeholder, will attempt to gather the information needed to make an accurate and effective selection decision about the candidate. But, on the other side of the desk, the candidate, in addition to trying to "wow" the interviewer, also will be gathering a different set of information-about the position, about the company, and about whether or not the available opportunity matches her personal interests and professional goals. Interviewers often overlook the two-way-street nature of interviews, and by doing so make a critical mistake. They fail to seize the opportunity to make a positive impression on the candidate-which is often the difference between a great candidate wanting to continue on in the selection process or opting to pursue opportunities elsewhere.

To help interviewers more effectively use interviews to engage candidates, provide adequate information, and reel in the best talent, I offer the following 10 tips for making the right impression.

1. Be Prepared

Just as the best candidates will arrive at the interview prepared, you as the interviewer should be prepared, as well. If you take the time beforehand to become familiar with the candidate's résumé, you can eliminate many unnecessary questions, make more efficient use of the allotted time, and zero in on the most relevant areas of her experience. By having done your homework before the interview, you show the candidate respect and demonstrate that you take her interest in the position and your organization seriously.

2. Give the Candidate Your Undivided Attention

Interruptions, such as ringing phones or colleagues sticking their heads in the door for a word, can wreak havoc on the flow of the discussion and minimize the candidate's comfort level. Worse yet, interruptions send the wrong message-that the opportunity to learn more about the candidate just isn't very important to the interviewer.

3. Keep Your Questions Focused

Interviewers tend to ask questions from habit. This can be bad if that trusty stable of questions fails to probe for the right information-which should include job-relevant skills, motivational fit, and organizational fit. Worst of all, however, are those questions that seek to challenge the candidate and intentionally keep her off-balance and uncomfortable. These questions might show how well the candidate can respond to pressure and think on her feet, but they usually don't provide much meaningful information at all while contributing to the candidate forming a low opinion of the interviewer-and the organization.

4. Be Honest About the Opportunity

Over the course of the interview, ensure that the candidate understands exactly what the job entails. Many candidates accept a job only to discover too late that the position isn't at all what they had expected. Candidates appreciate when interviewers are up front and honest about what the job will really be like.

5. Maintain the Candidate's Self-esteem

Interviewers need to do everything they can to make candidates feel comfortable and valued. Candidates who are at ease and see the interview as a positive experience are more likely to provide the information needed to drive accurate selection decisions. Also, candidates who feel as though they are not being judged and do not feel intimidated by interviewers are more inclined to leave the interview with a positive impression of the company. This is an important outcome if you desire for the candidate to continue on in the selection process-or to ever buy your products or use your services.

6. Schedule a Complete Meeting with the Candidate

It can be difficult to devote a significant amount of time to interviewing, but the time spent with candidates is almost always worthwhile. Make sure to schedule all the time you need with a candidate, especially if she has traveled a long distance for the meeting. Candidates will likely feel shortchanged and depart with a poor impression of the organization if your interview lasts only 15 minutes. Take the time to make the candidate feel important. One excellent practice is to send the candidate an agenda for the interview so that she knows what to expect and has an idea about how much time the visit will take.

7. Be on Time

What is your first impression of a candidate who arrives late for an interview? It probably is not very favorable. Still, many interviewers think nothing of keeping candidates waiting while they take phone calls or tend to other tasks, or because they lose track of time. Just as you would be prompt for a meeting with a client, you should afford candidates the same respect.

8. Create a Comfortable Atmosphere

A candidate already will feel like an outsider, so ensuring that her visit is as relaxed and positive as possible can go a long way towards promoting a positive image of the organization. If the interview is to take place at your office, give her a comfortable place to wait in case she arrives early. To create a more casual atmosphere and to minimize interruptions, you might also consider conducting the interview away from the office at an off-site location.

9. Give the Candidate a Tour

While you can tell the candidate what it's like to work for the company, you should show her, as well. Tours offer a valuable opportunity for candidates to observe the organization in action, and encounter the work environment and company culture. You might want to arrange to have another employee serve as a host who can lead the tour or, better yet, conduct the tour yourself so you can answer any questions that occur to the candidate as she takes a look around.

10. Keep the Candidate Informed after the Interview

No one likes to wait-especially a candidate who has gone through an interview that she feels went well. Recognize and address this curiosity by keeping the candidate up-to-date on the status of the selection process or at the very least keep her informed about when a decision will be made. If she is not a good match with the available position-let her know right away so she can continue her job search by exploring opportunities with other organizations. Conclusion Consistently making good impressions on candidates in interviews doesn't happen by accident. It takes preparation, attention to detail, and an unwavering focus on the candidate as "customer." Indeed, by treating candidates as you do your best clients, you exude the respect and interest, and create the comfort level necessary to keep the interest of the candidates in which you are most interested. © Development Dimensions International, Inc., 2001. All rights reserved.

William C. Byham, Ph.D., is CEO and cofounder of Development Dimensions International (DDI), a global human resource consulting firm specializing in leadership development and selection system design and implementation. Dr. Byham has pioneered a number of important human resource technologies that have had significant impact on how people are managed, including the assessment center method, behavior-based interviewing, behavior modeling, and Acceleration PoolsSM. He also has authored 20 books, including the worldwide bestseller Zapp!® The Lightning of Empowerment. His most recent book is Grow Your Own Leaders: Acceleration Pools: A New Method of Succession Management, co-authored with Audrey B. Smith and Matthew J. Paese. Dr. Byham's e-mail address is bbyham@ddiworld.com.