The Art of Selection: How to Conduct a More Effective Interview
By Janet Kimmel, Employment Consultant

At The Career Centre, we hear from employers who say they cannot find or keep good staff. When we ask them to be more specific, they say there is a shortage of applicants who have the qualities they need. The most frequently mentioned qualities employers refer to are: enthusiasm, a positive attitude, a good work ethic, trainability, and reliability. They tell us they have hired people who have "fooled or misled them about their employability skills." They say they need people who will show up on time, and be prepared to give a full day's work on all scheduled workdays. Whether you are a new entrepreneur or someone who has been managing a business for some time, hiring staff is an important and challenging business task, and an art.

What if I spend a lot of time choosing an employee and she turns out to:

1. Not live up to her shining resume, dynamic presentation and promises of a good work attitude?
2. Not be dependable, honest and trustworthy?
3. Leave this company for a new job when I've just spent six months training her?

One way to maximize the chances of selecting an appropriate employee is to develop skill in conducting interviews. There are many books and websites dedicated to educating employers on hiring techniques. Sometimes the wrong choice is made simply as a result of human nature. If there is a considerable difference in the personal style of the interviewer and the interviewee, the interviewer may have more difficulty forming an objective opinion. In some circumstances, the applicant may make a fantastic first impression, favourably colouring the rest of the interview. The opposite can happen, where a negative first impression causes the interviewer to be less objective about the candidate's performance. The interviewer may unfortunately disregard everything that takes place after a negative first impression. A decision made too hastily can also have poor results. Ensuring the interview is thorough or long enough can reassure the interviewer that he has made the best possible decision. In some cases, scheduling a second interview can bring clarity to the decision.

Before the interview even takes place, the employer must make a list of questions. The starting point for this task is to think about the competencies that the successful employee should have. A complete job description to refer to is a valuable tool to have at hand. What are the main duties and responsibilities of the position? What personal strengths and values are key for the responsibilities of this position? Who will the employee be working with? What is the culture of our organization? Some employers use business principles, or elements found in a business plan, very effectively in the interviewing process. Consider the following possible interview questions:

• What do you know about our company?
• Who are our customers?
• What do you think are our customers' needs and expectations?
• What ideas do you have for marketing our products?

The responses an applicant gives should provide clarity on how suitable she or he is for the position. William Bridges, author of "Job Shift" uses the acronym DATA to describe what employers should be looking for in job candidates. When well thought out questions are asked in an interview, the applicant's DATA becomes more transparent.

D esire to do the work
A bility to work well
T emperament fit
A ssets

Many employers ask candidates about their strengths, when asking the applicant to describe a "scenario" may provide clues that are more meaningful. An example of a scenario question is, "Give me an example of a time in which you satisfied a disgruntled customer?" Another helpful acronym to use for interview questions is PART. An employer might ask the applicant to think about a Problem that existed in a past job. What Actions did he take towards solving it? What were the Results of those actions? Then, how can that activity apply or Transfer to this company? In other words, what personality trait/strength/attitude or special ability does the job seeker possess that is transferable to my business? As the interviewee responds, the interviewer can think about whether or not he can see this person contributing positively to the company.

An additional technique is to have the candidate demonstrate a task or skill. This gives a clear picture of the applicant's skills and ability to perform under pressure, far beyond the complimentary words on a resume or reference letter.

Finally, every business owner or hiring manager must educate himself/herself on current Employment Standards and Human Rights regulations. Do you know that there are some questions that are illegal to ask? Two excellent websites on the subject are set out below. www.labour.gov.bc.ca/esb/ - A guide to BC Employment Standards www.bchrt.bc.ca - A guide to BC Human Rights

I came across this quote from Thomas J. Watson. Although it is an extreme example, I think it illustrates the message in this article.

"Recently I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. No, I replied. I just spent $600,000 training him. Why would I want somebody else to hire his experience?"