Setting the stage:
The days of stiff intimidating interviews designed to show that you are the boss who is going to control the interview are over. Make sure the candidate addresses you by your first name and forget about your title. As soon as the candidate calls you “Mr. Warren” lighten the mood with something like “mister Warren is my father. My name is Mark”. There is no reason to have your admin bring the candidate to your office and make formal introductions. Unless logistics make it difficult, meet the candidate yourself in the lobby and walk him back yourself striking up some small talk along the way.
Make an effort to see that the candidate is comfortable. Once you see that he knows how to dress professionally tell him to relax and remove his jacket; you do the same.
Try not to sit behind a desk; two comfortable chairs with an end table or a small conference table work best. If you have something to drink offer something to the candidate. Do not jump right into interviewing the candidate. Relieve some of the initial pressure for both of you by spending a few minutes telling him about you and your company. Remember, the first 5-10 minutes should be spent de-stressing. If you talk to the candidate as if you are meeting a welcome new member of your team or even meeting a friend it will be far more productive then if you approach it as if you are grilling a candidate who is lucky just to be in the same room with you and who could barely be fit into your schedule.
The first question you ask the candidate will set the tone for the rest of the interview so try to make it clear and focused. Most managers who are not trained interviewers or who are uncomfortable tend to start with a vague general question because it is easy. It usually starts with something bland and out of focus like, “tell me a little bit about yourself.” In the history of interviewing that is the worst opening question. You do not really know what you are looking for; you just hope something of value pops up. The candidate has no idea what you expect or really want to know. The same holds for “tell me about your experience. It is my hope that everybody reading this eliminates these questions from all future interviews. Ask a question that creates focus for both of you such as, “tell me about your most recent experience in full life cycle JAVA development.” Or “tell me about your responsibilities in your most recent supervisory position.” You could be far more specific and focused but I think you get the idea.
In today’s interview there is little room for that prepared list of questions you pulled out the “Dummies guide to interviewing.” The same is true for that list of general questions distributed by HR last year that are supposed to work for everybody. Each question should be important to you and provide information to clearly help you make a firm decision. Obviously there are exceptions to this. Foe example your firm may have asked you to uncover and evaluate past behaviors through a specialized “behavioral” interview. For the most part that interview should be conducted by someone with specialized training.
The interview tactics & tips I am discussing are for the line manager with who rest the biggest part of the decision. Digest this and part two will be up soon.
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