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Interviewing Hourly Employees

No Amount of Hard Work Makes Up for Poor Planning
Planning is the key to effective interviewing because:

1. Rather than just winging it, when you take time to think about what you want to accomplish and the questions you will ask, the applicants get the message that both you and the organization take hiring seriously. This makes a great impression on your best candidates because they don't want to be "just another warm body". Because so few hiring managers take the time to plan, those who do become the employer-of-choice for the outstanding people who usually have their choice of jobs.

2. You'll get more accurate information. A planned interview that moves smoothly from casual, easy-to-answer questions to the more difficult ones, and from one topic to the next. This natural progression relaxes candidates and encourages them to be honest and open.

3. You'll be consistent. Without a plan, you won't cover the same material with every applicant and you won't have a fair way to compare their strengths and weaknesses. A lack of consistency may also expose your organization to potential charges of discrimination.

4. You'll cover all the bases. Without a plan, you could easily get off track and forget important questions.

Planning ensures you know exactly what you need to find out about each applicant and how you will go about getting the needed information.

This leads us to an important hiring maxim: Thirty minutes of planning saves two hours of interviewing time and evaluation work. More importantly, it saves you from making gut-instinct, seat-of-the-pants hiring decisions you'll later regret.

First review the employment application, reference information, pre-employment test results, and any other information you have to gain an overall perspective of the applicant. Look for: · Incomplete responses to questions; · Discrepancies; · Areas of potential strengths/weaknesses; · Counter-indicators (the weakness in a strength or the strength in a weakness). For example, if you need a customer service person who is outgoing and friendly, could it be the applicant is "too outgoing" and, in fact, might make customers uncomfortable?

Over 80% of employee turnover is attributed to factors other than an inability to do the job. This figure implies the applicant's "fit" with the job goes beyond skills and experience, so it's important to take into consideration everything that is relevant to success in the position.

A simple acronym to use to organize your thinking is CAPS. It stands for the Capacities, Attitudes, Personality traits, and Skills needed to do the job.

1. Begin with questions that determine if the applicant has the required mental and physical capacities. These should be asked before an interview is scheduled. If the applicant doesn't have the intelligence or physical ability to do the job with or without reasonable accommodation, there is no reason to spend any more time with that person.

2. Next in importance are attitude questions. Over 75% of terminated employees fail not because they couldn't do the job, but because they wouldn't.(U.S. Department of Labor.) They had attitude problems, and the best way to avoid an attitude problem is not to hire it in the first place.

Our attitudes are made up of what we've been taught and what we've learned from personal experience. If you put people in jobs that conflict with their attitudes, the result will be less than satisfactory.

Customer service, safety-orientation, and dependability are a few of the attitudes that may be important for successful job performance. Many firms, including ours, offer validated attitude tests that use the applicant's time - not yours - to gather this vital information.

3. While not as important as capacities and attitudes, some thought should also be given to personality fit.

Personality traits include extroversion, competitiveness, and sales motivation. Consider the kinds of people in your organization who are successful in similar positions and look for candidates who seem to fit the mold. But don't weigh personality too heavily in your decision-making process because people with good attitudes can manage their personalities in order to do the job successfully.

4. While it's better to hire for attitude and train for skills, if you must hire for skills, test for them. It's the only way to ensure you will, in fact, get what you need.

Schedule interviews so that you allow enough time to adequately interview each person and then do whatever it takes to minimize interruptions. The most important decisions you'll ever make are hiring decisions, and interviews deserve your undivided attention.

Arrange the physical setting in the interview area so the applicant will be comfortable and as relaxed as possible. If possible, do not interview across a desk as the physical barrier is somewhat intimidating and inhibits communication.

The best way to find out what people are thinking or feeling is to ask them. This is especially true in a job interview. Your ability to ask the right questions in the appropriate manner is extremely important, and planning is the key to your success.

The Best Interviews Are Conversations, Not Inquisitions
When conducting the interview, these guidelines facilitate more effective information gathering

1. Keep an open mind. It has been shown that most interviewers make a hiring decision within 14 seconds of meeting the candidate. It has also been documented that making a hiring decision on the basis of the interview alone is only marginally better at predicting success on the job than simply flipping a coin. Just remember, if your gut instinct tells you not to hire someone, then don't. If it says you should hire the applicant, doubt it.

2. Let the applicants do the talking. Refrain from talking in detail about the job or company because the applicants will use this information to answer your questions with what they think you want to hear - instead of what you need to know. A good rule of thumb is to make sure the applicant does at least 80% of the talking. The more applicants talk, the more insight you will gain into their attitudes and personalities.

Also, be careful not to explain the questions you ask as you may unintentionally give away the answer you are looking for. Don't say, We pride ourselves on superior customer service. How did you make the customers feel special in your last job? Rather, stick to short, open-ended questions like, Tell me what you think of the saying: The customer is always right.

3. Remain attentive. When you are conducting a series of interviews, it is easy to become distracted by other concerns, fatigued, or bored. If you feel you are losing focus, try paraphrasing what the applicant says. For example, if the applicant says, My last boss left a lot of things up to me, respond by saying, So you had a lot of responsibility? By paraphrasing, the applicant knows you are paying attention and you become involved in the conversation without dominating it.

4. Observe body language. Besides listening to what applicants say, watch and listen for how they say it. Is there a level of enthusiasm? Does the person ask a lot of questions? Does this person exhibit an interest in the job? Since nonverbal information represents the majority of a communication's meaning, attune yourself to these factors.

5. Take notes, but never on the application (it's a legal document that must be kept on file). And never make a not while the applicant is telling you something negative because the person will naturally become defensive and less than truthful. Wait until the subject changes to something positive and then write the note.

6. Maintain control. Don't allow the candidate to take over the interview. Some enthusiastic individuals may attempt to get the better of you by asking lots of questions or offering opinions rather than answering the questions directly and simply. Prevent this from happening by giving the interview structure from the beginning.

Tell applicants at the start that you will answer any questions at the end of the interview. Should the applicant interrupt with a question remind that person of the ground rules.

Be careful not to let time get away from you. Stick to the schedule unless there are extraordinary circumstances. The applicant will appreciate this and it will help you be more efficient.

7. Probe incomplete answers. Sometimes the answer offered does not address the question and you may feel the applicant is hiding something. Ask more questions to dig out the information. Say something like, I'm not sure I understand. Tell me more.

8. Close on a positive note without announcing a decision. Keep your reaction to yourself, thank them for their time, and let them know what the next step will be.

9. Write an interview summary immediately after completing the interview. Waiting even one hour will greatly reduce your recall of the conversation. Record your general impressions, along with any questions or concerns.

Reprinted, with permission from 267 Hire Tough Proven Interview Questions For Hiring the Best Hourly Employees by Mel Kleiman. If you would like to order this book, contact the Hire Tough Group at 877-447-3868 x18 or check them out online at www.hiretough.com.