Interviewing 101 A Glimpse at the Basics

What you need to know to stay legal and obtain the info you need to make a

sound decision

DiscriminationAgeRaceNational originReligionGenderDisability or health (including work comp claims or job related injuries)

Discrimination cont’dSexual orientationMarital statusPregnancy

Questionable Questions

Not appropriateHave disability?

Other languages?

Does your religion prohibit you from working on sat?

AppropriateCan applicant perform essential functions of job?

Only if job related

Can you work weekends, overtime and holidays? (Depending on the est.Schedule)

If charged with discrimination, we

must be able to explain legitimate, non-discriminatory

reasons for any non-hire decision.

Negligent Hiring

Employers have a duty to protect employees, patients, clients, visitors and the general public from injury caused by employees that the employer knew or should have known posed a risk of harm to othersOccurs when hiring an employee who is not qualified or who is unfit for the job injures another person

It is critical that employers check

references and properly screen applicants before

hiring.

Wrongful DischargeMaking a false representation or a promise in order to recruit the applicant for a job, the applicant relies upon it and suffers damages as a result

Wrongful DischargeExercise care when making statements about the job or the organization in the hiring processInterviewer is especially vulnerable to making statements that may later be used against the employerNever exaggerate or make predictions

ADA and Pre-employment Inquiries

Does not interfere with your right to hire the best qualified candidate – simply prohibits you from discriminating against a qualified applicant because of disabilityThe applicant must be qualified for the job by satisfying the essential job requirements – education, experience, skills, training, licenses/certs or other job related qualification standards

ADA Cont’dCannot ask weather or to what extent an individual is disabledShould ask about the ability to perform the essential functions of the job

ADA Cont’d Pre-offer questions on accommodations

may be asked when an employer reasonably believes the applicant will need reasonable accommodation because of a hidden disability that the applicant has voluntarily disclosed or when the applicant has voluntarily disclosed the need for accommodation

ADA Cont’dAn example: Applicant for receptionist position

voluntarily discloses that she will need periodic breaks to take medication. The employer may ask the applicant questions about the reasonable accommodation such as how often and the duration breaks must be.

ADA cont’d A disability is defined as a physical or

mental impairment that substantially limits a major life activity.

Reasonable accommodation is required unless the employer can demonstrate that the accommodation imposes undue hardship on the operation of the business.

Job QualificationsEducationExperienceSkillsBehavioral characteristics

Things to Look for on Apps/Resumes

Things to Look for on Resumes/Apps

Have they worked in one of our facilities in the past?Does applicant meet minimum qualifications from job description?Sloppy, unreadable? – May have been created in a hurry or show indifference but be careful to judge, may be a inability to use technology!

Things to Look for on Resumes/Apps

If job related – review for spelling & grammarHas experience been acquired in settings comparable to yours?

Things to Look for (cont’d)Are there transferable skills or knowledge that might be applied to your open position?Red flags – month & date should be listed. Listing only years may be an attempt to lengthen experience or leave out a job.

Things to Look for Cont’dGaps – are they explained? Don’t be afraid to ask them to fill in the gaps – doesn’t necessarily mean candidate is incompetent or an inability to hold a job – gaps can occur for numerous reasons – downsizing, temporary employment, sabbaticals, family responsibilities.

Things to Look for Cont’dFrequent job changes – reasons for leaving – is there a pattern?Salary history – how does it compare to salary range of the job?Criminal convictions – leave this to the HR department. We will consider the type of crime, seriousness and date. If unrelated to the job, should not be considered.

Why Interviews Fail:Not enough info collectedDon’t fully understand requirementsDon’t fully evaluate the resumeSettle for superficial, canned answersHooked on skill fit – don’t consider other issuesDon’t document interview

Plan the InterviewDetermine essential job functions from job descriptionDefine experience level, education, training, certs/licenses or other qualifications

Plan the Interview cont’dDetermine general conditions of work environment, work schedule and potential for overtimeReview resume & prepare questions beforehand

Plan Interview Cont’dMake list of questions (on a separate sheet of paper) identifying areas you want to inquire about Look for gaps in employmentIdentify experience or knowledge that you want the candidate to expand onCreate comfortable, relaxed interview environment without interruptions – give yourself enough time to conduct it

Plan Interview Cont’dAsk only job related questionsUse rapport building questionsTreat all applicants the same – ask same questions of all candidates to ensure consistency & comparability

Types of QuestionsDirectOpen endedSituational or BehavioralProblem-solvingReflective

Direct QuestionsValuable for focusing on particular issues

Can you work this schedule?Can you perform the essential functions of this position?What are your salary requirements?

Open Ended QuestionsInvite an expression of opinion or explanation

How would you describe your present responsibilities and duties?What are the accomplishments you are most proud of in your career?What is most important to you in choosing your next position?

Behavioral QuestionsThese questions ask the applicant to describe the previous situations that are relevant to the current position

How have you handled a situation in the past that required taking care of an irate customer? What was the situation? What did you do and what was the outcome?

Problem-Solving QuestionsAsk the applicant to respond to hypothetical, job related problems which can provide insight into the candidate’s motivation, resourcefulness, ability to work with others or other behavioral traits important for success in the job

Example of Problem Solving Questions

There are three telephone lines that you have placed on hold, you are talking with a person on another line and there are two people at your desk to see the manager. How would you handle this situation?

Reflective QuestionsThese arise during the interview and depend on what is said by the applicant. These questions probe for further information when the applicant’s response was vague or incomplete.

You said you are a “people person”. What do you mean by that?

Reflective Questions cont’dYou mentioned you had a conflict with another employee. What happened and what did you do to resolve the problem?Why did you say you like to work in a team?

When developing questions:Be briefMake sure the questions relate to the qualifications necessary to perform the functions of the jobAsk questions one at a time – avoid multiple questionsDo not ask leading questions where the applicant can anticipate the answer you want

Focus on Exploring an Applicants:

Ability to perform physical job requirementsAbility to work job scheduleAbility to handle job pressureAbility to perform essential job functionsPrior job experienceReasons for leaving former employers

Structure of an InterviewIce breaker – take a moment to establish rapport, ensure they are comfortable so they’ll share necessary information!Let candidate know how you are going to structure your meetingTell applicant up front that you will be taking notes (communicates to candidate that you are gathering as much info as possible)

Structure (Cont’d)Allow silence and sufficient time for applicant to answer Use proactive listening skills – listen to and be interested in what your applicant is saying, maintain eye contact, open body language, use head nods and follow up questions/reflective questionsUncover skills, knowledge, motivation, attitude & fit into organization

Structure Cont’dTake control of interview and turn overly talkative applicants back on interview trackDon’t make promises or commitments you can’t keep regarding increases in pay, promotions or scheduling –talk in terms of possibilities or potentials

Structure Cont’dIndicate to candidate that you have all of the info you need and give them opportunity to ask questions (be prepared to answer them!)

Structure Cont’dTell how & when they will be informed of selection decisionLeave candidate with a good impression of the organization, your unit or department and yourself regardless of how well (or not) the interview went

Structure Cont’dComplete form/notes immediately after interview – good interview notes are a great defense if hiring practices are investigatedBase decisions solely on job related issues

Documentation Generality Vs. FactLimited

Knows job fairly well

Poor work habits

Intelligent & creative

AppropriateAccurately described major job activitiesFired once for frequent tardinessSuggested innovative ways to solve problems

Documentation cont’d

LimitedLacks motivation

Communicates well

Lacks commitment to job

AppropriateDoesn’t want to participate in training program

Spoke clearly and concisely

Changed job five times in last two years

Making the DecisionLook at the total picture of matching experience, skills, training and interest to the jobFocus on track record – on accomplishments and performanceDon’t try to force the fitDon’t settle for second best!