5.3 The selection interview

The aim of the selection interview is to determine whether the candidate is interested in the job and competent to do it. A selection interview also has the following functions:

· to explain the work of the organisation, the job and any features such as induction and probation

· to set expectations on both sides, including a realistic discussion of any potential difficulties (if appropriate)

· to enable the candidate to assess whether they want the job being offered.

Selection interviews are not easy to conduct and it is preferable – some organisations insist on it – that everyone involved has participated in some kind of training. Most managers believe they can interview competently but probably few have subjected their interviewing practice to close scrutiny and thought about how they can improve their performance. Important decisions have to be made, such as how many people should be on the interview panel, who would be the most appropriate people, and what role they should play. One-to-one selection interviews are difficult to conduct, not least because there is more likelihood of subjectivity creeping in.
Preparation is an extremely important stage in the process. Box 6 indicates four factors to consider in preparing for an interview and gives some examples.

Box 6: Considerations in interview preparation

What does the interviewer(s) need for the interview?

· Job description, person specification

· Individual application forms, CVs, etc.

· Details of terms and conditions of employment: hours of work, fringe benefits, perks, etc.

· Information on general prospects, training, induction etc. within the organisation

What does the candidate need?

· Details of venue; to be met on arrival

· Access to facilities: toilets, any special needs for candidates with disabilities

· Comfortable waiting area

Location requirements

· Suitable room and layout: consider whether formal or informal and what type of setting to create

· Freedom from interruptions and other discomforts and distractions such as extraneous noise, uncomfortable furniture, extremes of temperature, etc.

· Appropriate access for people with special needs

Requirements of a good interview

· A structured interview plan enabling the interviewer(s) to assess what they are looking for in the candidate and whether the person:

· could do the job (assessment against the person specification)

· would do the job (judgements of motivation and commitment)

· would fit (elements of person-organisation fit)

(Note: a well-developed person specification should include criteria relating to all three areas.)

· A clear idea of the areas of questioning for each candidate to check that they fulfil the criteria

· Agreement on the roles of those involved in the interview if there is a panel: who will chair and how questions will be divided among the panel members in an organised way

· A disciplined approach to timing: enough time for each candidate and not too many candidates per day

Interviews have distinct and recognisable stages, and individuals have certain expectations about what should happen when, but try not to become routinised or mechanistic in your approach.