Best Practices for Conducting Smart Interviews | JurisTemps

October 12, 2023

Best Practices for Conducting Smart Interviews

It can take up to six months to make up the money a company spends on each new hire, according to Harvard Business School data. That makes bad hiring decisions costly mistakes. In fact, many publications from Business News Daily to Forbes and LinkedIn have quoted the U.S. Department of Labor’s stat that the average cost of a bad hire is at least 30% of the employee’s first-year expected earnings.

The interview process comprises more than just the hour or so you spend asking and answering questions. To conduct a successful interview, we must first determine what information you want to gather. Have you gathered new information from the candidate that you couldn’t already learn from the resume, cover letter, or LinkedIn profile? Did you get a strong sense of the candidate’s work ethic, what they’re looking for in a role, and what they can bring to your team and your organization?

Here are some best practices that can help you prepare before, during, and after the interview so that you can make confident hiring decisions in any environment.

Before the Interview

Setting the stage for a successful interview begins long before the candidate steps foot in your office. The more you know about the candidate and what you hope to learn from them, the more successful the interview will be.

Conduct research. 60% of employers screen potential hires' social media accounts to learn more about them and uncover any off-putting behavior. A surprising 72% of candidates lie on their resume. Combat this by cross-referencing resume details with what’s listed on a candidate’s LinkedIn profile.

Determine criteria and qualifications. Beyond the requirements and nice-to-haves outlined in the job posting, consider the qualities that’ll position a candidate for long-term success. Collaborate with colleagues and ask senior managers about the traits of employees who’ve excelled in the same (or similar) role. As you gather details about a candidate, think about how well that information aligns with the desired skills for the position. Keep in mind that a non-traditional education/career path is no longer a red flag, and job seekers with diverse experience often have valuable soft skills that transcend industry and job title.

Outline interview questions. While the questions you ask during an interview will vary depending on the candidate and role, there are four specific categories to include:

  • Fact-Based: “How many years did you work at [Company X] and what was your salary?”
  • Behavioral: "Tell me about a time when you helped resolve a difficult situation."
  • Situational: “How would you handle a disagreement with a colleague?
  • Serious: “Why should we hire you over someone with more relevant experience?”

Set expectations. When you reach out to candidates to schedule an interview, set expectations about what it will entail. Share a brief job description, provide the names and titles of everyone who’ll be present for the interview, and answer any questions. Consider providing candidates with a list of the interview questions ahead of time. As one Inc. article suggests, this helps calm nervous candidates and gives them time to prepare well-thought-out answers.

If your hectic schedule makes it difficult to dedicate enough time for first-round interviews, consider using a staffing partner to narrow the candidate pool.

During the Interview

Once you’ve done your homework on the candidates and prepared a list of insightful interview questions, you’re ready to conduct the interviews. A recent JDP survey asked over 2,000 professionals what makes them most nervous. Nearly 30% said job interviews, coming in second only to public speaking. There are several things you can do to reduce an interviewee’s anxiety and create a more comfortable environment.

Put candidates at ease. While some signs of anxiety, such as a shaky voice, are obvious, others, like fidgeting, lack of eye contact, and crossed arms, are more subtle. It can be difficult to get an accurate read of a person’s experience and personality when they’re anxious, so it’s in your best interest to help them relax. Rather than dive right into your interview questions, ask your interviewee about their family and hobbies and look for common ground. Showing a bit of vulnerability or humor can also be helpful.

Start a conversation. Lead candidates through a conversation about their experience rather than drill them with questions. Prompt them to continue talking by asking what interests them about the position and what makes them uniquely qualified to excel within the role and grow with your company. Avoid glancing at your watch or rushing through questions so that the candidate has plenty of time to respond thoughtfully. Be prepared to ask follow-up questions when an interviewee provides insight you’d like to know more about.

Explain the process. Let candidates know about your time frame for filling the position and when they can expect to hear back from you about next steps. If appropriate, let them know how they can reach out to you with any questions in the meantime.

At the end of the day, you want candidates to know you’re looking for reasons to hire them, not send them packing. If you’re new to interviewing, consider working with a staffing partner throughout your recruiting process for added support.

After the Interview

Sending a thank you note is still a best practice for interviewees. In fact, one in five hiring managers reject a candidate because they didn’t receive a post-interview follow-up or thank you email. As an interviewer, there are a few things expected of you, as well.

Provide prompt feedback. Reach out to each candidate with feedback about their job interview as soon as possible. Even if you’ve determined they’re not the right fit, providing some constructive criticism can benefit their career long term. And leaving them with a positive impression of your company could lead them to recommend your company to their peers.

Seek outside advice. If other team members in your organization met the candidate, ask for their opinion. Does their impression of them align with what you gathered during the interview? Do they think the candidate will be a good fit with your company culture? Why or why not? Share your interview notes with those who will work directly with the position being filled and consider their thoughts when making your final decision.

Narrow the pool. Once you’ve interviewed all candidates, you’ll need to decide whom to invite back for a second interview or to whom you’ll extend an offer. If the hiring decision isn’t apparent, a staffing agency can either provide further consultation or determine if one or more of the standout candidates are open to a temp-to-hire arrangement.

Working with a staffing partner can increase your odds of recruiting and hiring top talent. JurisTemps’ long-established relationship with St. Louis-based legal professionals can save you time and result in more successful outcomes. Learn about our process here.

View All Blog Posts