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by Matthew Rock - Wednesday, 29th August 2007

Do...

Define the job description and person specification clearly. It's no good just looking for the "right person". Why are they the right person?

Prepare for the interview properly. Book rooms, organise coffee and study the CVs before you go in. It projects a better image of the company. It also puts you in control.

Ask open questions. "Why, how, when" questions let the interviewee open up. You don't just want "yes" or "no" answers.

Manage the interview so that there is time to cover all the ground you want.

Listen and probe. Sounds obvious, but it is a difficult skill to learn. It means hearing what is not said, as well as what is said. Why did they skip over a certain job? Why were they evasive on a certain issue? And you also have to be able to interpret body language.

Take notes. This is hard to do when you are listening but it is important, especially if you have several candidates or the interviews take place over a period of weeks or if you have to report back to others.

Summarise the candidate's remarks. This is to ensure you have heard them properly.
Offset the interview with other selection techniques; aptitude tests, practicality tests and the like.

Hold more than one interview. Either you or the interviewee may be having an off-day.

And get second or even third opinions.

Don't...

Make snap decisions. It's reckoned that 70 per cent of your opinion is formed in the first minute or two, based principally on appearance. Try to leave 24 hours between rejecting or accepting the candidate.

Recruit people who are just like you. They will be the most attractive, but you need a team with complementary skills and not a squad of clones.

Assume. Just because they went to the same school or have similar interests doesn't mean they are the right person.

Ask leading questions which give away the answer. "We need a good organiser; you are organised, aren't you?" isn't going to be of much help to you.

Ask discriminatory questions. Would you ask about childcare arrangements to all candidates?

Book too many interviews in one day.You won't be able to do them all full justice.

Talk too much. Obviously your company and role in it are fascinating but you won't learn too much if you hog the conversation.

Forget to sell your organisation. An interview is a two-way affair where each side has to persuade the other they are desirable.

Interrogate. It's easy to steam through your questions without leaving time for a proper conversation to develop.

Forget to follow up. Even if you reject the interviewee it looks very poor if you don't even bother to tell them so.

Great questions to ask
Who do you most respect and why?
 This gives an indication of people's values and aspirations as well as their ability to put together an argument.

From what you have seen of the company so far, what would you keep and what would you change?
 This shows their ability to analyse situations from little data, as well as demonstrating speed of thought and insight.

Tags: discriminatory questions, interviewee, aptitude tests, candidate, selection techniques, body language, cvs, appearance,