Interviewing for employers: tips for a successful hire

Those doing the hiring need to prepare just as thoroughly as their interviewees , say Jacinta Fish and Rochelle Rothfield

Many legal professionals who take responsibility for hiring staff want to be quite sure about what they should and shouldn’t ask in an interview and generally what is expected of them. They want to know how to tell whether someone is a good candidate and how they can minimise the risk of a making a bad recruitment decision. To maximise their chances of securing the best candidate, it is important for employers to properly prepare for and conduct an interview in a meaningful way. They must realise that an interview is a two way street – a unique opportunity for both candidate and employer to get to know as much as possible about each other. It is just as important for the employer to be prepared and to put their best foot forward in an interview as it is for the candidate – particularly in a candidate-driven market.

Many bad recruitment decisions tend to arise as a result of behaviours demonstrated by employees rather than due to their technical ability. It makes sense therefore to focus on eliciting as much information as possible from the candidate about how they will behave and perform in a particular environment and circumstance, what habits they possess, what motivates and demotivates them and how they respond to particular management styles. These issues are behavioural issues and an effective way of gathering this information is by asking behavioural-based interview questions, examples of which are described below.

Before the interview: planning

Firstly, it is important to ask yourself what are the bare-essential requirements for the job. Think about what specific skills the candidate will need to possess in order to perform the required tasks, what kind of culture is present in your firm or company and what kind of behaviours fit well within this culture. Make a list of these. Spend some time familiarising yourself with the candidate’s resume. Jot down any questions you have about issues arising from the resume or highlight areas of interest that you would like to learn more about. You may find under the hobbies section that the candidate is into triathlons or karate – these may be interesting areas to explore to gain further insight into their discipline or drive. Get a real feel for the candidate’s background so that you don’t waste time asking questions such as “When did you complete your law degree?” or “When were you admitted to practise?” Think about what you want to achieve and learn from this interview.

Greeting the candidate

Most candidates will be nervous before and during an interview. In order to get the best out of them, make every effort to try to get the candidate to relax. Greet the candidate warmly and make sure they are seated in a comfortable position. Think about where the interview should take place – make sure the space is one that you think accurately portrays your organisation in the way you want it to be portrayed. As well, try to avoid interviewing from behind your desk. Step out from behind it and arrange the seating such that you and the candidate are equals. Offer something to drink and lead in with idle conversation, then explain why you have invited them to meet with you and how the interview will proceed. It is also a good idea to tell the candidate something of your own background and how you fit within the firm or company. Remember, if the candidate feels comfortable you are more likely to embark on an open and candid discussion and learn as much as possible about their background and experiences.

The interview itself: what to ask

A good interviewer should spend more time listening than talking. The 80/20 rule applies here – aim to spend around 80 per cent of your time listening and 20 per cent talking. The more you talk, the less you learn about the candidate. Here are steps to follow throughout the interview process:

1. Let the candidate know about the interview process and what you would like to gain from the meeting.

2. Discuss the particulars of the role, the reason why the vacancy has arisen and how it fits within the team/company.

3. Ask the candidate how they are going in their present job and what is prompting them to consider alternative job opportunities at this point in their career.

4. Discuss with the candidate their previous work history and how they ended up in the position they are currently in.

5. During the discussion of the candidate’s work history, choose between the following probing interview questions which will give you a good insight into the way the candidate might behave or respond in certain situations:

Conflict, hostility, time demands and criticism (to determine if the candidate can maintain a mature, problem solving attitude while dealing with conflict, rejection or deadlines)

• Tell me about a time when you had to cope with strict deadlines or time demands. Give me an example.

• Give me an example of a time at work when you had to deal with unreasonable expectations placed on you.

• When have you had to cope with an angry or hostile colleague or client? How did you cope with the situation?

• Sooner or later we all deal with criticism in relation to our work. If it has happened to you, how did you respond to such criticism and describe the context in which it arose. Tell me about a high stress situation when you were required to keep a happy and positive attitude.

• Tell me about a time when you had too many things to do and how you prioritised your tasks.

• What is your typical way of dealing with conflict?

Analytical problem solving (to determine if the candidate is able to use a systematic approach in solving problems)

• Give me a specific example of a time when you used good judgment and logic to solve a problem.

• Give me an example of a time when you used your fact-finding skills to solve a problem.

• Describe a time when you anticipated potential problems and developed preventative measures (whether alone or as part of a team).

Decisiveness (to determine if the candidate is able to make decisions quickly and take action)

• Describe a time when you were under pressure to make an immediate decision. Did you take action immediately or were you more deliberate?

• At times it is important to be hard headed about decisions you make, particularly when others don’t like it. Give me an example of a time when you stuck by a decision even though it was under attack by others.

• Describe a situation in which you had to draw a conclusion quickly and take speedy action.

Spoken communication (to determine if the candidate can present information clearly, influence or persuade others through oral presentation, and listen well)

• What experiences have you had in talking with clients? Tell me about a time when you had to communicate under difficult circumstances.

• Tell me about a time when you used your communication skills to influence someone’s opinion.

• Careful listening and effective communication go hand in hand. Tell me about a time when your ability to listen helped you to communicate better.

• What types of experiences have you had in delivering oral presentations?

• Tell me about a time when you had to deal with an upset or angry client.

• Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way.

Motivation of others (to determine if the candidate is able to create positive energy in both individuals and groups)

• Give an example of a time when your positive attitude caused others to be motivated or energised.

• Give an example of something you did which helped build enthusiasm in others.

• Tell me about a time you used competition, recognition or reward to encourage and motivate others.

Commitment to task

(Is the candidate able to start and persist with courses of action?)

• Give an example of a time in which you found it necessary to dedicate long hours to a job.

• How do you keep yourself motivated when working alone?

• Tell me about a time when you had to work hard to reach a particular goal – be specific about what you achieved.

• Tell me about a time when you had to go above and beyond the call of duty in order to get a job done.

Interaction

(Can the candidate communicate effectively with others?)

• Describe a time when you were successful in dealing with (i) a client and (ii) a colleague because you built a trusting relationship.

• Tell me about a time when you were able to successfully deal with another person even when that individual may not have personally liked you or vice versa.

• Tell me about a time when you had to deliver information or news to (i) a client and (ii) a colleague which you knew they were not going to be happy to hear. Please be specific on how you delivered this information.

Additional questions

• Give me an example of a time management skill you have learned and applied at work.

• Give me an example of a time when you had to conform to a policy or rule which you did not agree with.

• Give me an example of a time when you showed initiative and took the lead.

• Tell me about a time when you delegated a project effectively.

• Tell me about a time when you created a special team effort.

Closing question:

Why should I hire you over other candidates?

Hopefully, these questions have assisted in finding out more about the candidate with whom you are meeting. The questions are designed to get candidates to share specific experiences in their work life that might illustrate the skills you are looking for. If you are happy with the answers provided, it is now time to sell the role. This is a very important part of the interview process. Do not assume that just because you are interested in the candidate that they are interested in you. Many employers tend to underestimate the importance of this, or, ignore it all together.

To recruit effectively, you must be able to articulate the unique benefits of your team or company consistently and persuasively. To do this, it is essential to identify the candidate’s trigger points – in other words, what makes them ‘buy in’. Some of the important factors candidates consider when selecting a potential employer include reputation of the team/company and financial stability, reputation for having ‘good people’ within the team, a visible career path, proper resources, evidence that the lawyer will have a life outside of law, salary and benefits and knowledge that the work they do will be interesting, stimulating and challenging.

Ask early on in the interview process what is important to them in an employer.

One way in which to sell yourself or the company to the candidate is to highlight what you have achieved in your time with the firm/company and what you are proud of. Be prepared to address what makes the team special, how sociable the team is and what it is that makes practising with you and your team attractive and enjoyable. Discuss the career paths of previous successful recruits in the team. Candidates in turn will want to ask questions concerning business involvement, training, performance reviews, promotion and salary issues and management style. You will need to approach these questions with clarity and confidence.

The end of the interview: tying it all together

Where to from here? Slow response time is causing many firms or companies to lose their choice of talent. It is here that you can gain an advantage over your competitors by moving quickly to make a hiring decision. For this we suggest making the next decision (whether that is a second interview or verbal offer subject to reference checking) within five to seven days. Indecisiveness and delay may send a negative message to the candidate. If you are perceived as lacking in focus then the candidate may lose enthusiasm for the role. If you know and feel comfortable articulating what the next stage is then tell the candidate. Otherwise ask the candidate to liaise with your consultant.

Keep in touch with your consultant and use them as a resource. Make notes following the interview and give your feedback to them as soon after the interview as possible. If there are issues that concern you or you would like something explored in more detail then discuss this with your consultant. They may have some tips or useful tools at this point that may help you. They will also be able to advise you on what an appropriate next step should be.

If you want the best people to work for you, you have to be willing to pay. Keep up to date with salary rates in the market and price your jobs competitively. Avoid playing games and extend your best offer first time. Remember, you get what you pay for.

Finally, once a verbal offer has been made, you should immediately send a letter to the candidate or consultant confirming the terms and asking the candidate to indicate acceptance by signing the letter of employment. This seals the arrangement and adds a formality to the process.

Jacinta Fish is managing director and Rochelle Rothfield is a senior consultant at recruitment agency Jacinta Fish Legal

8-Oct-2004

Related Tags

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