Interviewing

• Who will be involved and what is their role?
• Develop the interview format (1:1, panel, etc.)
• How many rounds of interviews will there be?
• Plan the logistics regarding date, location, etc.
• Give candidates pre-work or pre-questions (optional)

Qualifications: Who has the qualifications you are looking for?

Availability: Which candidates are available when you need the role filled/staffed?

Fit: Based on the information you know so far, who might be a good fit for your team?

Use a structured interview guide with the same questions for each candidate utilizing behavioral based interview questions:

• Ask questions based on discovering how a candidate acted in specific situations.
• Logic is that a person’s behavior doesn’t fundamentally change over the course of their adult life. Their past performance will likely predict future performance.
• Instead of asking how you would behave, we ask how did you behave?
• Behavioral interviews are structured around core competencies.

Choose 5 to 8 statements for each dimension:

Experience

• Past execution of needed skills
• Education
• Certifications

Capabilities

• Ability to execute what’s needed
• Critical thinking skills
• Accomplishments

Behavioral Traits

• Collaboration skills
• Style/Culture fit
• Attitude

• Provide a private location with no disruptions.
• Put the candidate at ease (offer water, establish rapport).
• Make introductions and explain the interview format.
• Stay on track – begin and end on time.
• Know the organization – be prepared to answer basic questions, sell the job, your department, our culture.
• Give the candidate enough time to think/respond.

-Attractiveness: Candidates should never be evaluated on their physical appearance.

-Similar to me: A candidate should not rise to the top simply because they are similar to you in personality.

-First impressions: Give candidates a chance to make an impression before you make a judgment.

-Drawing conclusions: Keep an open mind.

-Cultural differences: Different cultures have different norms regarding eye contact, handshakes, greetings, etc.

Avoid asking leading questions.

Other assumptions:

• Smart people = excellent employees
• Strong technical/job knowledge = leadership capability
• Top/bottom schools or companies determine quality of candidate

What is Peer Interviewing?

Peer interviewing uses a team of peers to interview and evaluate candidates based on skills and prior experience.

Why Peer Interviews?

1. Increases accuracy of a cultural fit between the candidate and the organization.
2. Increases the chances of employees being satisfied with a dependable, hard-working team member.

Peer Interviewing makes the peer:

1. Feel respected for their experience and skill
2. Empowered to support the goals of the organization by choosing great staff
3. Invested in the process of finding a cultural fit for the organization
4. Feel a sense of ownership for the organization

Selecting Your Team:

The department leader selects high-performers who will work closely with the new hire or receive service from the position. A Leader should consider the several things when selecting the peer interview team.

1. A High Performer: An employee who consistently demonstrates the standards of behavior and delivers the results. They should be role models within the department
2. Panel consist of: 4-6 members, depending on department size. The same team stays together as long as the position is open.
3. Prepare the interview team: – Complete the LMS learning titled Selecting Talent with Peer Interviewing – Review the process of the Decision Matrix – Review the Interview Matrix

Review the job description before the interview.

• Write down facts – not your opinions
• Be sure to recognize what they said versus what you infer
• Remember that interview notes can be subpoenaed
• Before you write, ask yourself – do I really need this information to judge a candidate’s qualifications for the position?
• The Hiring manager should save documents for three years on applicants you interview and the duration of the persons tenure that you hire
• Collect collateral from the interview panel and destroy [/learn_more

• Compare candidates on same criteria
• Measure candidates against competencies
• Discuss strengths and opportunities
• Rate and/or rank the candidates

• Follow the established criteria/roles for decision making
• Compare candidates on same criteria
• Be objective and keep an open mind
• Assess the whole candidate, including strengths & opportunities
• Remember: no candidate is perfect
• Consider the candidates potential
• Consider the candidates culture fit
• Consider your ability to train vs. your need for experience
• Consider your own tendencies & biases