Employment Interviews

Finally, increasing numbers of companies are turning to "brainteasers" or "verbal puzzles" during the interview process as tools in gauging a candidate's ability to perform under pressure. "Games and challenges can '¦ help interviewers overcome a tendency to make snap judgments about candidates too early in the meeting," wrote Martha Frase-Blunt in HRMagazine. "Tossing an unexpected question into the mix can bring a new focus for both prospect and interviewer." These types of interview questions have become particularly popular in high-tech areas such as software design and engineering. Companies are encouraged to make judicious use of these lines of questioning, however. If the quiz or puzzle has no apparent relevance to the job that needs to be filled, candidates may react negatively. "Good applicants may be turned off by what they may consider to be a frivolous or unfair process of making important selection decisions based on a five-minute exercise," one employment manager pointed out in HRMagazine.

Closing the Interview. When closing the interview, first offer to answer any questions the candidate may have. Have basic factual information about the company and position readily available. Make the follow-up process clear to the candidate. If there are other candidates to interview, be sure that the candidate knows this and knows when to expect your decision. Always thank the candidate for interviewing, and try to leave the candidate with the most favorable impression possible of the company, regardless of whether or not the person is offered the job.

Note Taking. There are different schools of thought on note taking. Some feel that notes during the interview distract the interviewer; others say that notes should be made both during and after the interview. If you do choose to take notes, make sure that they are specific enough to help the interviewer reconstruct the details of the interview, particularly when a number of candidates are being interviewed for the same position. Notes should never be made about the physical aspects of the candidate or any other area of potential legal liability. Note taking should be reserved to commentary about the applicant's qualifications and skills suitable to the job.

Team Interviewing. In the current atmosphere of work teams and group decision making, it may be desirable to have a group interview the candidate. "Use as many sets of ears as possible," counseled Michael Santo in Agency Sales Magazine. "This team interview approach helps catch the true response of the candidate. The team interview has an added benefit of keeping the interview focused on the more critical areas, as it is less likely that all the members of the interview team will be drawn into conversations that are not insightful and could cross into areas that may have legal ramifications."

When this team-based approach is deemed appropriate, be sure that every member of the team has all of the information about the candidate prior to the interview, including copies of the person's resume, cover letter, and application. Plan the interview questions that each member of the team will ask, so that the candidate is not asked the same question by more than one member of the team.

LEGAL ASPECTS OF INTERVIEWING

Interviewing is subject to both state and federal laws that define employment discrimination in all aspects of employment. It is worthwhile to check for any state hiring regulations that might apply. The main federal regulations for hiring include:

1. The Civil Rights Act of 1964 (Title VII)
2. The Age Discrimination in Employment Act of 1967 (ADEA)
3. The Americans with Disabilities Act of 1990 (ADA)
4. The Uniformed Services Employment Reemployment Rights Act of 1994 (USERRA)
5. The Immigration Reform and Control Act

Together, these acts forbid a company to discriminate in hiring on the basis of sex, age, race, national origin, religion, physical disability or veteran status. These are called protected classes so questions about any of these topics during an interview are illegal.

The interviewer must avoid all questions that could seem legally questionable, such as those about height, weight, age, marital status, religious or political beliefs, dependents, birth control, birthplace, race, and national origin. Generally, it is a good rule to measure a question's necessity by the role it plays in the determination of a candidate's ability to perform a job.

TURNING SOMEONE DOWN

Once the job is offered and accepted by a candidate, immediately notify other candidates that they have not been selected for the position. A rejection is best done by phone—it is immediate, and it allows the manager to personally thank the candidate for taking the time to interview. When unable to phone, a letter of rejection is suitable. Although the candidate may ask, it is not necessary to be extremely specific about the types of qualities that the person lacks. An exact description of what was lacking in the candidate may open the manager to lawsuits for unfair hiring practices and discrimination.

The importance of making the right hiring decision is crucial in staffing a business. It means nothing short of selecting the right person for the right job at the right time. Since the interview is often the most decisive factor in determining who is hired for a specific position, business consultants contend that the importance of mastering the interview process should be appreciated; indeed, the interview process is ultimately an important factor in determining workforce quality and satisfaction.

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