At last. After hours of sifting through stacks of résumés searching for just the right qualifications to fill your new opening, you’ve narrowed the field down to just a handful of prospective employees. Now you’re ready to move on to the next step: the interview.

Before You Begin

Let’s get right to the point: the interview isn’t the place to find out if the candidate is qualified; rather, it’s the time to verify that they are. Your job posting should have already weeded out those who are not qualified and the résumé review process further cut the fat. The only reason you’re considering interviewing any particular candidate is that somewhere in his or her résumé, the candidate met the job qualifications to your satisfaction.

That’s not to say you won’t be looking for other qualifications. A résumé can’t realistically display a person’s attitude, demeanor, or how they relate with others. While a résumé can show you education, experience, and tangible skills, it can’t show you who the candidate is. That’s why you’re meeting them in person.

Be Prepared

Before any candidate comes into your office, you need to be prepared. When you created the job posting, you created a description that listed the position’s essential functions. Just as that job description is the starting place for the applicant, it’s also the starting place for your interview.

Remember, this is your opportunity to verify what the candidate has stated on paper. According to your job description, create a list of the position’s essential functions. This list will lead you to the characteristics needed to effectively complete the position’s responsibilities.

It’s All about Characteristics. OK, characteristics; how do you decide what characteristics you’re looking for? Take a moment to consider each of the job’s functions separately. What, exactly, does each function entail? As a writer, I understand that when an employer is looking for a writer she’s not just looking for someone who can spell “potato,” knows when to use a comma, and can make a subject and verb agree. She’s also looking for someone who can condense copious quantities of information into short but compelling copy; look at the same old product in a new, exciting, and creative way; and take feedback graciously and then apply it. Characteristics are more than just the bare minimum of ability to complete the job—they’re also the peripheral attributes that contribute to a job well done.

You can build a list of characteristics by imagining hypothetical situations that the new employee may be placed in. Or, even more effective, think of actual situations when a star employee performed well and exceeded all expectations. Examine either scenario and look for characteristics outside of skills and knowledge that would contribute to successfully completing the position’s responsibilities. Write these characteristics down.

A word of warning: You have limited time to conduct your interview. Listing 20 or 30 characteristics per function might be optimal, but you won’t have time in the interview to look for them all. Limit yourself to three to five of the best, most important characteristics.

Effective Questions

In the interview, you want to verify that the candidate has the qualities and characteristics that will make them successful in the position. Short, one-word answers won’t reveal anything. So, with few exceptions, don’t ask questions that can be answered with a simple yes or no. Make your questions more open-ended. To create open-ended questions, remember your “W’s”: who, what, when, where, how, and why; or arrange your question to begin with a verb.

Which of the following would result in a more insightful answer?

• Did you learn about quantum physics while attending college?
• What did you learn about quantum physics while attending college?

Chances are, you’ll get a simple “yes, I did” in response to the first question (if you’re interviewing a physicist, that is). Close-ended questions like the first example are similar to “True/False” questions on a test—they’re easy to answer and don’t provide much insight. The second question, however, is the essay question that you should be asking. The answer will more than likely elicit a more insightful answer about the person’s education and knowledge, providing you with more information to make an educated decision with.

Follow-Up Questions. Unfortunately, when it comes to asking questions there’s a catch—effective question asking doesn’t allow asking about desired characteristics directly. Coming right out and asking a question about your desired characteristics allows the candidate to tell you what he thinks you want to hear. Instead, approach your questions in a more surreptitious manner. Start with broad topics that can lead into more specific follow-up questions. Follow-up questions are the key to revealing the characteristics you’re looking for. Broad topics can be easily gleaned from the candidate’s résumé, such as education; current, previous, or first jobs; experience; and even special interests or skills. Base your follow-up questions on their responses.

Self-Appraisal Questions. You’ll notice that many of your questions will require the candidate to respond with a self-appraisal. There’s absolutely nothing wrong with self-appraisal questions, in fact, the candidate’s response will give you a greater insight into who she is. To find out even more, ask the candidate for a third-party appraisal: “What reasons would your previous manager give for your accomplishments?” Asking for someone else’s opinion will result in an even more candid answer.

Situation-Based Questions. Situation questions are another effective method of finding those characteristics you’re looking for—they’re also the closest you can come to out-and-out asking about specific characteristics. To develop situation-based questions, think of a situation that your new employee may find himself in, and then ask about it. You don’t have to reveal that this “hypothetical” situation has a strong chance of becoming a reality. Your situation question could be based on the candidate’s experience, your experience, future or past events, or performance expectations. Again, broach the topic with a broader question and then follow up.

Strength and Weaknesses Questions. Finally, in your interview you’ll want to identify both a candidate’s strengths and weaknesses. Identifying strengths and weaknesses becomes especially important when you feel that the candidate isn’t being completely open or honest about their qualifications. Ask your candidate directly what they think their strengths and weaknesses are. Follow up with questions on how they developed that strength, or how they plan to overcome their weakness. You can also ask what the candidate does to stay current in their field or what new things they are learning to make themselves even more valuable to a company like yours.

Without Saying a Word

What your candidate says isn’t the only way to learn more about them. You can also tell a great deal by what their body language is saying. Pay attention to their posture—how are they sitting? Do they maintain eye contact? Do they fidget? A person’s body language can reveal their interest level as well as—to a certain degree—their professionalism.

But be careful not to confuse nervous energy with inattentiveness. The candidate is most likely very nervous, so allow some leeway.

The Legal Quagmire

When it comes to asking questions in a professional setting, there is a caveat that you should be aware of. Certain topics are off limits—no ifs, ands, or buts about it. You cannot ask any questions that can be interpreted as discrimination. In order to prevent any problems that could end up in a courtroom, avoid asking about protected topics.

Who Is Protected? All workers in America are protected against discrimination in any of the following classifications:

• Race, Color, or National Origin
• Religion
• Age—for those 40 and above
• Gender
• Marital Status
• Disability
• Veteran Status
• Pregnancy
• Disabilities

Asking questions about any of these topics—even if done so innocently—is an open invitation for a lawsuit. Avoid them all together. Instead, focus on the job responsibilities. Rather than asking if a religious belief or a physical disability will hinder the candidate in fulfilling the job’s duties; ask the candidate if they can meet all of the duties described in the job posting. If you are interviewing a person with a disability, eventually you will need to know if they will require special accommodations, but this topic is best left until an offer of employment has been extended.

The Interview Environment

The interview is a chance for you to get to know prospective employees. It’s also a glimpse into the workings of your organization for all the people you interview. Always make sure to put your best foot forward. What would you think of a disheveled, poorly-dressed, and rude interviewee? Now reverse your thinking. What would you think if you were interviewed in a shabby room by poorly-dressed and unprofessional people? Appearances really are important, so show your company in the best possible light. Even if they don’t get hired, your goal should be that candidates leave your office wishing that they could work for a company like yours.

Following are a few simple guidelines to create an inviting and comfortable interview environment.

• Select a location that is free of interruptions.
• Meet the candidate at the front desk. Offer them a friendly smile and a firm handshake. Be conversational and escort them to the interviewing room.
• As you talk with the candidate, show genuine interest. This little chat as you walk together can be a part of the interview. Avoid the more formal questions, but still take advantage of the opportunity to get to know them.
• If the interview will be conducted by a panel, make sure that the candidate is aware of this beforehand. Introduce each panel member and allow time between introductions for handshakes and greetings.
• Explain the process and expected length of the interview—then stick to it.
• When you close, allow the candidate a chance to ask any questions they may have. Thank them for their time and then escort them back to the front desk.

While you should be taking notes during the interview, let the candidate know that you will be doing so. Do not take notes on their résumé, and don’t just take notes on the negatives. Start taking notes right from the beginning, noting both the good and the bad. Remember that your notes can be subpoenaed—keep notes of what the candidate says and avoid writing gratuitous opinions.

When an Interview Goes Bad

There’s always a possibility that you’ll have a bad interview. Whether it’s just a gut feeling from the moment you meet the person, or the candidate conducts themselves poorly, you may have an interview that just isn’t working.

Despite how badly things may be going, remember that you are playing the part of the gracious host. This candidate will be going out into the world, and if you act disdainfully or treat them rudely, they’ll magnify that experience when they tell their friends. On the other hand, if you remain friendly and equitable, the candidate won’t have any fuel to add to a negative public relations fire. Provide each candidate the same treatment and opportunity.

If an interview goes rude or belligerent, calmly excuse yourself and state that the interview is over. Don’t reciprocate their attitude, but be firm while remaining polite.

Wrapping It Up

Interviews are your greatest opportunity to decide if the candidate is who you’re looking for. Don’t miss out on your chance to find out as much as you can—the more you know, the more informed your decision will be.