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Forward planning and long term preparation 
- Plan ahead, decide who needs to be involved and keep numbers to the minimum. Time table the whole exercise and make sure everyone who is involved is free to contribute when they are required. Reserve any other resources needed such as interview rooms and presentation equipment well in advance.
- If this vacancy is the result of a resignation conduct an exit interview with the current incumbent before they leave. Find out the reasons why they resigned, what they liked and disliked about the job and what they are looking for in their new position. Then see if any of this affects the job or person specifications being written. Consult widely and gain a consensus about the profile of the candidate needed.
- Only interview candidates that match with the specification. If no one suitable responds there is something wrong with the way the role is being marketed or the job itself. Find out and repeat the exercise to generate a qualified response. Never ever hire the closest match unless they are a really good and valid choice. It is not fair on the company or the new employee.
- Be proportionate and sympathetic, for most positions we recommend that one person conducts the initial interview alone. It is less intimidating for the candidate; the interviewer can “sell” the company and the position and answer individual queries to satisfy the potential candidates that the opportunity is as good for them as for the company. A single interviewer can be more flexible re interview times and quickly whittle the field down to a decent short list in the minimum time and cost to everyone.
- A list of common questions which all candidates are asked must be agreed to gain a fair basis of comparison and to ensure each candidate is treated equally. Obviously it is legitimate to ask other varying questions to the different candidates depending on their backgrounds and to adjust for the different ways that they chose to answer the core questions.
Preparation for meeting the candidates
An interview is a two way exercise, the company is on trial and being evaluated by the candidates just as the interviewers are evaluating the candidates. So any unprofessional behaviour or lack of courtesy or attention to detail will be reported to the grape vine sooner or later and damage the company’s reputation. It is important that every applicant goes away feeling that they have been well treated and their case has been listened to and understood. They may not be right for this vacancy but they must not be put off re-applying if a more suitable position comes along.
- Prior to the interview familiarise yourself with the candidates' CVs highlighting relevant skills and knowledge that are specific to the role.
- When they arrive ask low order questions; “did you find us okay?” or “How was your journey?” You need them to relax and be open with you, if they are overly nervous you won’t get the real person and you could miss the best candidate.
- Take them through their experience in a logical order, this way you can identify any gaps and explore them.
- Ask open questions “tell me about…” and “outline your experience in…..” you will get more information this way.
- Avoid fantasy questions – “ if you could be anyone in the world who would you be?” they don’t really tell you anything
- Give them a chance to ask questions at the end.
- Ask them what their current salary is, what other benefits are provided and what they are looking for to take this position.
- Look for evidence of listening skills; see if they answer the question that you asked. If you give them details of what you are looking for in the candidate see if they use this to relate themselves to your profile.
- Give yourself time afterwards to write a few notes – this helps if you are seeing a few candidates that day..
- Make sure that your candidates know in advance how long the interview will take and what it consist of so they can plan and prepare accordingly.
Obtaining acceptance
If you have followed the guidelines up to this point you are well on your way to getting an acceptance from your chosen candidate. This is the crucial part so liaise with your consultant, if you are using one, before you put an offer together, we may have some useful information from the candidate feedback.
- Call the consultant and give feedback as soon as you can, this gives the candidates confidence in you and your company and we can keep them interested if you have other people to see.
- Don’t delay if you know your own mind, firstly it’s not fair on the candidates and in any case the current crisis means that good candidates are rarer than usual and it is likely that any good candidate you are interviewing has been to at least one other interview.
- When you call us to make the verbal offer, reiterate all the extras – holiday, pension, healthcare, free parking plans for future training and development. You would be amazed how much of a difference this will make if a candidate has two offers.
- Once an offer is verbally accepted we will send you the candidate’s personal details so you can send out an offer letter and contract, if necessary e-mail the offer to your consultant – again waste no time!
- When setting a start date you are usually restricted by the candidates notice period, if you have a choice get them on board ASAP. Leaving a gap between offer and start date can leave you open to the candidate being counter offered for another opportunity elsewhere.
Keeping hold of them
On their first day, it is important to make them feel like you are expecting them and you want them there. Prepare their workspace in advance; make sure that they have all of the equipment they require, even if it’s just their own bit of stationery. If you don’t have a formal induction procedure, at least spend some time planning their first few days, remind the team that they are starting, introduce them everyone and show them around the office. At this point, make sure you have a signed copy of a contract on file and they know what you expect from them.
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