By Gayle A. Brazeau, Ph.D., Professor, School of Pharmacy, Marshall University and Manas Mandal, Ph.D., Professor, College of Pharmacy, Roseman University of Health Sciences
A fundamental component for any hiring process is a successful interview as this can provide important insight into attracting and recruiting the best candidate for an organization. As a scientist, manager, supervisor, or leader, collaborating with organization’s Human Resources (HR) department, it is critical to ensure that the process is compliant with state and federal regulations to avoid any subsequent challenges to the process. For a successful hiring process, it is central to understanding the components needed for a productive and positive interview. There are five overall components that can contribute to your success in the interviewing process.
There are, initially, agreed aspects that you must consider prior to interviewing a candidate. A successful interviewing process requires the establishment of a structure so that all the interviews for the specific position are consistent for all the candidates (1-2). This includes the development of a series of questions that will enable you to determine whether the candidate meets the descriptions and competencies for the position combined with assessing their emotional intelligence, while being complaint with your organization’s current HR policies and procedures. The number and type of questions must align with the time frame for the interview (3). You should start with questions that are broader in nature followed by more specific questions pertaining to the job. You should work with your HR colleagues to discuss if and what type of rating system should be used in evaluating the candidate’s answers. A rating system can ensure equity and maintains impartiality to the process (1-2). If you are new to the interviewing process, consider practicing by asking these questions with colleagues or HR representatives who have more interview experience (1).
Secondly, successful interviewers prepare for each specific candidate interview. You should make sure to have an appropriate space and time for the interview. A successful interviewer has carefully read and studied the candidate’s Resume/Curriculum Vitae or other materials submitted for the interview (1, 5). In reading the candidate’s materials, you should avoid any pre-judgements, consider your unconscious biases, and avoid “just like me biases” of similar backgrounds or educational programs (4, 6). You should have thought about what you will tell the candidate about the company without being too boastful or how to address questions about the organization’s potential challenges (3-5).
Thirdly, the interviewer should carefully manage the actual interview process. You should be on time for the interview, offer a warm welcome and provide a general overview of the interview process at the beginning (1-3). It is important to be confident, remain positive, and be authentic in your interactions with the candidate. Avoid first impression biases and making quick judgements about the candidate such as you have found the perfect candidate (6-7). It is essential to provide your full attention to the candidate (avoid distractions from your computer, phone, or other electronic devices). Effective interviewers use active listening and appropriate nonverbal communication (eye contact, facial expressions, gestures, postures, and speech tone, volume, and rate) and do not interrupt the candidate (1, 5). While it is important to take notes, your focus should be on the candidate (2).
Avoid asking any generic or irrelevant question and stay focused on the series of questions to address the candidate’s suitability for the position and emotional intelligence (4-5, 7). The candidate should talk approximately 80% of the time (4). A candidate can manipulate the interviewer who talks too much, thus allowing the candidate to telegraph the answers the interviewer is looking to hear (7). If you encounter a difficult or unexpected response from the candidate, acknowledge their response, seek clarification or more information (1, 3-4).
By using follow-up questions to explore this issue or concern, you can provide the appropriate reassurance or support (1,3). If you do not know an answer, do not dodge the question, say so and inform that you will get back to them (3-4). At the end of the interview, let the candidate know the next steps and anticipated time frame for decision making (this prevents the perception of ghosting of the candidate by the organization) (2). It is beneficial to show respect and professionalism for the candidate by confirming that you or someone escorts the candidate, or the candidate knows where to go next on their schedule (3).
After the interview, you should summarize and reflect on the interview process (1). One should summarize the notes from the interview and evaluate the candidate avoiding an “Halo” bias or allowing your perception in one area to influence the overall evaluation of the candidate (6). Do not let the characteristics of other candidates influence your perceptions of the current candidate (6). You should follow through by providing appropriate and thoughtful responses to answer questions that you promised to the candidate. A successful interviewer learns and reflects on how they can improve their skills for the next interview (1).
Lastly, if you are expected to communicate with the candidate after the interview or a member of the search or selection committee, you should write and thank the candidate for their time and interest. Work with your HR department on the next steps to make sure that you do not wait too long for a final decision consistent with the message provided to the candidate during the interview (6). If there is a delay in the decision-making process, the candidates should be informed to avoid the perception of ghosting of the individual by the organization.
A well organized, focused, and positive interview process is the foundation for the successful recruitment of the individual/s for the organization. It emphasizes the commitment to hire and retain talented individuals who would contribute to the success of departments, teams, and the organization.
REFERENCES