Interview Smartly

Sharika Gupta

Interviewing is an art, behind, which is, required a profound science. Many a times candidates have given more interviews than interviewer has conducted. Today's applicants are very savvy, well read, loaded with communication skills, and bear an impressive persona. To make the right selection decision, interviewer has to be smarter than the interviewee. Some sales people prove more professional at interviewing than at closing a customer sale. Beware!

ESTABLISH PURPOSE

Interviews prove more productive if the interviewer knows exactly what type of candidate he or she seeks, and if the interviewer prepares a written list of questions based on matching the candidate's resume and personal history to the candidate profile and job description. You should also use information of preliminary interview, telephonic interview, screening analysis, to frame questions which do in depth probing of the candidate and reveals more of him before you. Do not waste time asking either unfocussed questions or asking those type of questions whose answer is already on the bio data. Each question you put to candidate must have a purpose.

PERFORMANCE REFLECTION

The most reliable guide to a candidate's future performance is his past record. Therefore obtaining a reliable picture of the past record represents an important part of screening. In an interview candidate should be asked specifically to comment on his achievements listed in papers with each employer. I would suggest, rather than checking reference secretly, the format should be given to candidate and asked to get it filled from his referee, and 5ubmit it back along with application blank. Open and loud reference checking has positive bearing on the interview process. The description in reference give a fair idea about the person's past achievements.

Interviewer must see what achievements have been, but all the more important is to see potential for future achievements, through the window of previous achievements.

Another reflection of his past achievement is the growth in his compensation. If a sales person has always taken home high variable pay, then he is the right person. For example, within the same company if a person has grown on compensation fast, means has been a sure achiever. Be careful of candidates seeking higher fixed components of salary and less variable ones.

TESTING HUMAN RELATIONS

Start the interview by introducing the candidate to other people in your office, such as an administrative assistant or an associate. See how he relates to them. Or, Invite finally short listed candidate over a combined lunch with all office staff to see his interaction. This is all the more important starting from upper junior level onwards, where with all functional skills man management is involved. Many person fait as good people manager, whereas the matter of fact is, everyone has to be good at it. In a group gathering, design an awkward situation to test his human relation skills. It is not a bad idea to invite him for a dinner at home with family to have a good idea of his background.

ONE TO ONE DISCUSSION

Just because you happen to be the 'interviewer, don't assume that you are clever than the applicant. Those subtle maneuvers have to be interpreted in the right earnest quickly. To make the applicant comfortable and more willing to talk, establish the rapport by discussing some common interests you discovered on the resume. Never dive into the interview. Take a few minutes to establish a bond with the person. Do not discuss specifics of job description with the candidate until you have finished your probe to read him in natural settings. Also, when liked, never over sell the job to any applicant, this weakens your negotiating position in next stage of interview that is compensation fixation.

SAMPLE PROBES

Screening

1. Why did you choose selling as a career?

2. What type of person would you like to work for?

3. In what circumstances, you think, you can contribute your best?

Background

1. What would your boss say about you, in case I check up with him?

2. How do you describe your previous companies, which one did you enjoyed most, why?

3. Can you describe your best achievement in worst circumstances?

Human Relations

1. What kind of friends do you have?

2. How do you live in your family, what are your plans?

3. What kind of people you find most difficult I easy to interact with?

Recording

After six interviews, as after six sales calls, information can be lost; unless you have made notes. As you record information it would be a good idea to stratify item depending on bearing on the candidate's desirability. Try to look for information that helps you accept or reject an applicant.

BODY LANGUAGE

Watch for those sacred signals when candidate handles sensitive questions concerning compensation, advancement, his previous boss, company, or the work environment.

DO they look into the eye, wet their lips, wring their hands, sit erect, play with the pen, or reply with a shaken voice, or answer with an uncomfortable gulp in throat, sudden stammering of words, sudden arousal of voice, etc.? Most people cannot hide anxiety, and anxiety points to problem areas. Otherwise also we all can make out, that a fit looking smartly dressed person will probably be better than a shabbily clad individual.

Close the interview with the future in mind, so that there is always scope to further test the candidate. Interview ending is not the stage where selection decision should be revealed to the applicant. A good closure could be asking the candidate what does he feel about the interview, or why does he feel he should be the one selected for this position. Keep the things open ended at this stage, for the next round.

The purpose of an interview is to know more about the candidate. Final selection decision is based on a lot more factors of which former is only a part.

Sharika Gupta,
E-Commerce, MCSE, MBA, Phd (Pursuing),
Rai Business School, Rai University
Phone: 26959000 (Extn: 336)
Personal Ph: 9811093921
Personal e-mail: sharika_gupta@hotmail.com