PRACTICE MANAGEMENT
make the interview seem like an interrogation, and
can intimate the candidate.
Typically an interviewer will ask an open question,
then follow up with closed questions as s/he seeks to
clarify or probe the initial response, eg:
Q:‘How would you feel about being in charge of
other people for the first time?’ (open)
A: ‘A little uncomfortable’
Q: ‘In what way uncomfortable?’ (open)
A: ‘I’d be worried about mistakes’
Q: ‘Do you mean mistakes you’d make, or mis
takes your staff might make?’ (closed)
A: ‘Mistakes I’d make’
Q: ‘How worried do you feel about this?’ (open)
A: ‘Very’
Q: ‘Enough to prevent you taking the job?’ (closed)
A: ‘No’
Avoid leading questions
As their name implies, leading questions lead the candidate to an answer you probably want to hear. They
encourage a particular response, and thus the candidate is more likely to give an answer as/he thinks you
want, rather than their own, eg:
‘What do you think of the idea?’
‘Do you find the job stressful?’
Instead of:
‘What do you think of this stupid idea?’
‘How do you handle the strain of the job?’
Treat the candidate as an equal
Avoid pompous put downs; don’t be patronising; if
you come over as arrogant or superior, the candidate
won’t open our to you, eg:
‘Please tell me about your HNC, and whether it
helped you in your current job’
Rather than:
‘Do you think sub-degree qualifications like your
HNC are of any use?’
Speak in plain English
You want the candidate to understand; don’t make it
difficult. Also, If you use jargon, s/he may think s/he
has to reply in a like manner. On the other hand, if
you speak plainly, the candidate is more likely to do
the same – eg:
‘Do you prefer working alone, or in a group?
Rather than:
‘Are you an isolate, or do you have preference for
social interaction with your peers?’
Ask one question at a time
The interview is a strain for most candidates. Don’t
add to the pressure by asking the candidate to hold
two or three questions in his/her head. A multiple
question can also sound like a trick question.
‘which bit of that does he want me to answer?’
‘what did you study ?
Then
‘has it helped you with your current job?’
Then
‘Would you recommend the course?’
Rather than:
‘Tell me about the HNC – what your studied, whether you enjoyed it, what you thought of it and whether you’d recommend it to anyone else’.
Keep your questions short and simple
Long questions intimidate and confuse the candidate
– and do nothing for your reputation! eg:
‘What do you find most enjoyable about your current job?’
Rather than:
‘Tell me about your current job. Do you enjoy it?
What do you like about it most – the job itself, the
people, the workplace?’
Avoid ambiguous questions
These are usually the hardest mistakes to spot, since
we never intend to be ambiguous – the meaning of
the question is always perfectly clear to the questioner! eg:
‘Can you manage women as well as men?’
Could mean:
1. Having supervised men, would you be able to supervise women also?
2. Can you supervise a mixture of men and women,
rather than just men?
3. Are you able to manage women as skillfully as
you manage men?
Taking Notes
You need to have some record of the interview:
• So you can discuss/compare performance
• As proof/evidence of what was said
• As a reminder for further action
• Because memory fades
Writing as you go along can be difficult and distracting, and takes valuable time. Regular recaps and summaries are preferable; they provide suitable breaks to
the flow, and show you’ve been listening; it also reassures the candidate that you’ve got the details right.
Another alternative is a pre-prepared tick sheet; these
tend to be quick and easy to use, and help structure
the interview. But they have two disadvantages. Firstly, candidates worry about the interviewer ‘ticking’ or
‘crossing’ sections of a sheet of paper; it distracts and
can intimidate. Secondly, they need careful preparation.
Mechanical recordings can be used, but they are also
intimidating to the candidate – and can break down!
Finally, you can have someone in to take notes. But
Issue 06 | DECEMBER 2015 | 7