Tips for interviewers
By: Bill Wednieski
There is a popular saying in professional golf:
“You can’t win a golf tournament on Thursday, but you sure can lose it.”
The first few minutes of an interview are crucial for both the interviewer and the candidate. Interviewers can come across like an attorney on cross-examination instead of a friendly and caring person who wants to get to know the candidate and whether they can perform the role. Likewise, candidates may be nervous or have the jitters, which can make them talk too little or give long, boring, and rambling answers. Either party can blow it in the first five minutes and make the remainder of the discussion a situation where both parties simply stumble through to the bitter end. As an interviewer, if you sense nervousness then show a little empathy. Smile. Try to be kind. Listen thoughtfully. Remember, if a candidate is nervous, it means they care.
Put the phone down
For the love of God, put away the electronics and turn the phone screen upside down. Candidates can sense when the interviewer does not come across with the genuine mindset that they want to fill “this position” with “this candidate” in front of them “right now.” No matter how discreet the interviewer thinks they’re being – the candidate knows when you’re not solely focused on interviewing them. A little reminder, it’s incredibly rude for an interviewer to look at their phone or even send a quick text while trying to discern if a candidate can perform the role.
A video interview versus a face-to-face does not excuse or make it easier to multitask. Of course, this goes both ways. True story: once I had a candidate who wore glasses in a video interview with the CEO of one of my clients. Twice during the interview, the candidate sent text messages. The CEO could see the candidate’s tiny phone screen reflecting off the lenses of their glasses, plus the CEO watched the candidate’s eyes divert away from their laptop camera. To say the least, the CEO was not impressed. If an interview is going to work, both parties need to give their undivided attention.
Be realistic about the candidate pool
Experienced hiring managers and interviewers have a feel for what is actually out there in their market. Make sure to set realistic expectations. I’m a fisherman and I like to catch big fish. If the lake I am fishing does not have a 10-pound trophy bass, then guess what I will not be catching? A rural employer may not find a Six Sigma black belt, but they may find an experienced and qualified candidate who did not finish their degree. News flash, big 4 CPA candidates rarely live in Michigan’s Upper Peninsula, so don’t go expecting to find one. If the hiring manager or company wants to fill the position and they have been presented with candidates that truly want the job – then make a decision to pick the best one or figure out if a remote candidate can still perform the role.
“A” players don’t want “B” jobs
There is more for the interviewer to consider with the candidate market. It usually takes working with a crappy or below-average candidate for a hiring manager to realize what a great candidate looks like. Another little reminder, great candidates won’t come if the opportunity is not better than the one they have. Pay, commutes, role, responsibilities, company reputation, and working for a manager that a candidate perceives as optimal are the special ingredients that motivate candidates to make a move.
Illegal questions
There is a whole lot of stuff interviewers can’t ask. Asking about age, drug or alcohol use, brushes with the law, where the candidate is from, or even what kind of car they drive are all big no-nos. Do a little homework prior and stay away from silly mistakes that could land you in big trouble. Even better, make a list of questions in order of priority of the must-haves to perform the job.
Conclusion
In the end, it really sucks when a bad interview or interviewer turns off a great candidate. If you’re an interviewer or hiring manager who interviews candidates, regularly or infrequently, it’s imperative to prepare, thoroughly understand the candidate pool or market, and critically think about the questions that need to be asked.
Bill Wednieski is the managing director of The Headhunters, LLC, and a former finance executive. Learn more here.