TIPS FOR SUCCESSFUL INTERVIEWING

Much of this information is geared for recent graduates and entry-level individuals, although experienced professionals and career public administrators may still find the information helpful. Pre-Interview Research The more you know about a position and the employer, the better your chances of preparing your resume in away that best communicates your background and qualifications, and the better your chances of having a successful interview. When you do your initial research, your objective should be to develop an understanding of the type of community, the nature and history of the position, and the particular issues the organization and the department is facing. No one will expect you to be completely knowledgeable about these matters. However, gaining insight into them will put you in a more competitive position (not to mention your decision as to whether to apply in the first place). You can gain information about a position in a variety of ways: 1. Visit the organization; 2. Make telephone calls to key individuals in the organization; 3. Contact former employees or officials; 4. Request printed materials about the organization. A key to success is careful research about the job and the organization, agency, or company with whom you are interviewing. Use your personal network to discover the names of current employees you might call prior to the interview. Knowing about the job will help you prepare a list of your qualifications to match the position profile. Knowing about the employer will help you prepare an interview strategy, appropriate questions to ask, and points to emphasize. Purpose of Interviews The job interview is a strategic conversation with a purpose. Your goal is to persuade the employer that you have the skills, background, and ability to do the job and that you can comfortably fit into the organization and its culture. At the same interview, you should also be gathering information about the job and the organization to determine if the job and work environment are right for you.

You can more likely influence the interview process if you realize that an interview is not an objective process in which the employer necessarily plans to offer the job to the "best" candidate, based on knowledge, ability and skill alone. More often than not, an interview is a fairly subjective meeting in which the interviewer or appointing authority may offer the job to a qualified person whom he or she likes best. You need to understand that personality, confidence, enthusiasm, a positive outlook and excellent interpersonal and communication skills count heavily. One key to success is to use every means at your disposal to develop effective interviewing skills, including selective presentation of your background, thoughtful answers to typical interview questions, well researched questions about the organization, and an effective strategy to market yourself. There is no magic to interviewing. It is a skill that can be learned and developed with practice. The Interview Structure Before receiving a job offer, you will typically have a series of interviews with an employer. The first interview may be a screening interview that could be conducted over the phone or at the place of employment. Screening interviews are rather brief, usually lasting 15-30 minutes. During that time the employer may describe the nature of the position, and will want you to elaborate on experiences outlined in your resume or application, and may ask you a few questions. If the employer is sufficiently impressed with your performance in this interview, you may be invited to a second (and perhaps third or fourth) interview. The second interview process is longer, lasting anywhere from an hour to a whole day. It could include testing, lunch or dinner, a facility tour, as well as a series of interviews with various employees. The third interview (if held) may be more to discuss particular points, concerns, issues, or approaches. Salary and benefit needs may be discussed. The "Warm-up Most interviews follow a rather predictable communication pattern of "warm-up," information exchange, and "wrap-up". During the first few minutes of the interview (the "warm-up"), an employer will be formulating a first, and perhaps lasting, impression of you. How you greet the employer, the firmness of your handshake, the way you're groomed and dressed, will all be a part of this initial impression. To help you feel at ease, a practiced interviewer might ask "common-ground" questions about shared interests or acquaintances, or your travel to the interview.

Some interviewers might start by saying, "Tell me about yourself," an opening for you to concisely describe your background, skills, and interest in the position. Information Exchange The information exchange will be the primary part of the interview. It is when you will be asked the most questions and learn the most about the employer. Typical interview questions include such inquiries as: "Why are you an ideal candidate for this positon?", "What are your strengths/weaknesses?", "How would your past supervisors describe you?", What are your long-term career goals?". More typical questions can be found in the section entitled "Questions Often Asked by Employers". Since many traditional interview questions elicit responses that can be answered by opinions, feelings, and "text book answers" that may or may not reflect how the employee will actually behave or the job, many employers are now asking more "behavior descriptive" questions. Behavior descriptive question have been demonstrated to more accurately predict success on the job. Behavior descriptive questions assume that a person will behave on the next job in similar ways to behavior in the current or previous job. The more recent the behavior, the more likely it will be repeated. Thus, an employer may ask such questions as: "Describe the most difficult budget (or personnel, etc.) decision you have made this year? How did you go about analyzing the issue and making a decision? "On your present (immediate past) job, in which situation did you make the best use of your technical or problem-soving skills? Please describe a specific challenge that brought out the best in your skills. "Describe a situation in which you needed to solicit the cooperation of others in order for a project to proceed, but you had no "authority" over the persons involved. How did you go about gaining cooperation?" If you are prepared for the interview, you will be able to promote your qualifications effectively as you respond to questions. With practice, you will gain confidence and become more polished in your presentation. The "Wrap-up" Eventually the employer will probably say, "Do you have any questions?" This is the cue that the interview is moving to the "wrap-up" stage. Always ask questions because this demonstrates your prior research and interest in the job. Your questions might be direct, logistical questions such as, "When can I expect to hear from you?" (if that has not been discussed); a question to clarify information the

employer has presented; a question regarding the employer's use of new technology or practices related to the career field; or a question to assess the culture and direction of the organization such as "Where is this organization headed in the next five years?" or "Why do you like working for this organization?" Do not ask specific questions about salary or benefits unless the employer broaches the subject first. The employer may also ask you if you have anything else you would like to add or say. Again, it's best to have a response. You can use this opportunity to thank the employer for the interview, summarize your qualifications and reiterate your interest in the position. If you want to add information or emphasize a point made earlier, you can do that, too. This last impression is almost as important as the first impression and will add to the substance discussed during the information exchange. Communicating Effectively Because a job interview is a communication process, your skills will become more polished over time. It is helpful to remember the following: Speak clearly and enthusiastically about your experiences and skills. Be professional, but don't be afraid to let your personality shine through. Listen carefully. You may be asked multi-part questions, and your ability to recall all the parts of the question may be part of the examination. Thus, you need to focus and concentrate on what is being said, both explicitly and otherwise. Your answers should be concise and to the point. Be positive. Employers do not want to hear a litany of excuses or bad feelings about a negative experience. If you are asked about a sudden job change, or a weakness in your background, don't be defensive. Focus instead on the facts (briefly) and what you learned from the experience. Pay attention to your nonverbal behavior. Look the interviewer in the eye, sit up straight with both feet on the floor, control nervous habits (cracking knuckles, drumming fingers, etc.), and smile as you are greeted. Don't be afraid of short pauses. You may need a few seconds to formulate an answer. The interviewer may need time to formulate an appropriate question. It is not necessary to fill up every second with conversation. Interview Tips Plan to arrive for your interview 10-15 minutes prior to the appointed time. If you

are earlier than that, go for a walk, brush up on information about the organization, go to the bathroom, or sit in the lobby preparing for the interview. Arriving too early may confuse the employer or create an awkward situation. By the same token, arriving late creates a bad first impression. Ask for directions when making arrangements for the interview. Carry a portfolio notepad or at the very least a manila file folder labeled with the employer's name. Note: this is generally not expected of persons interviewing for executive positons. Bring extra resumes and a list of questions you need answered. You may refer to your list of questions to be sure you've gathered the information you need to make a decision. Do not take notes during the interview. Be prepared to market your skills and experiences as they relate to the job described. Work at positioning yourself in the mind of the employer as a person with a particular set of skills and attributes. Employers have problems that need to be solved by employees with particular skills; work to describe your qualifications appropriately. In many career fields, the lunch or dinner included during the interview day is not only employer hospitality, but a significant part of the interview process. Brush up on your etiquette and carry your share of the conversation during the meal. Often social skills are part of the hiring decision. After the interview, take time to write down you impressions, remaining questions and information learned. If you are interviewing regularly, this will help you keep employers and circumstances clearly defined. Follow-up the interview with a thank-you letter. Employers regard this as evidence of your attention to detail, as well as an indication of your final interest in the position. Reconfirm your interest in the position. Interview Styles Many employers are well-trained to interview potential employees. Others, however, may not be skilled in the art of interviewing. Maintain your professionalism and use effective interviewing techniques, whatever the skill level of the interviewer. Interviewers adopt different techniques for each interview and it is valuable for the job seeker to recognize these styles in preparation for interviews. Directed - A directed interview has a definite structure. The will usually have an agenda and a list of specific questions. Nondirected - A nondirected interview tends to be less structured. The interviewer

may ask broad, general questions and not take charge of the interview. Stress - A stress-styled interview is not as common as other interview styles. It is used to determine how the applicant reacts under pressure. There are many possible forms of stress interviews, which may include timed and problem-solving tasks. Group - A group interview is one where several candidates are interviewed at once. this style is often used to determine how candidates interact as team members, or may be used if the organization hires in large numbers. Panel - A panel-style interview involves more than one interviewer questioning a candidate. While similar to the directed interview, it is necessary to establish rapport with each interviewer. Direct eye contact is extremely important. Questions Often Asked By Employers 1. Tell me about yourself. 2. What are your long-range and short-range career goals and objectives, and how are you preparing to achieve them? 3. Why did you choose your career? 4. What do you consider to be your greatest strengths? Weaknesses? 5. How would you describe yourself? How would you current supervisor describe you? 6. How has your experience prepared you for this position? 7. Why should we hire you? 8. How do you determine or evaluate success? 9. In what ways do you think you can make a contribution to our organization? 10. Describe a situation when you had to use your creativity to the fullest to complete a project. 11. Describe your most rewarding (or difficult) work experience. 12. If you were hiring for this position, what qualities would you look for?

13. What led you to choose this line of work? 14. How do you work under pressure? 15. Describe the ideal job. 16. Why did you decide to seek a position with this organization and what do you know about us? Behavior Descriptive Interviewing Traditional interviewing and hiring methods center on the education, qualifications and experience of the candidate. If an applicant meets the educational requirements, appears to have the experience and personal characteristics, and responds as expected to traditional interview questions, this candidate is judged qualified for the position. The problem is that traditional methods merely elicit responses that address credentials, opinions and feelings. Rarely will traditional interview questions prompt the candidate to tell the interviewer about actual performance on the job, or about job experiences and accomplishments in specific situations. Answers given by candidates do not focus on what a person actually did in a specific situation on a previous job, how it was done, and under what circumstances it was done. As a result, traditional interviewing does a poor job of helping employers predict how a candidate will behave in specific situations. This poor predictive ability has been proven repeatedly in many research studies. In summary, a recent review of all published research (over 150 studies) on interviews found one-on-one unstructured interviews averaged only 19% predictive accuracy. Structured panel interviews only rose to 35% accuracy. Research-based behavioral interviews, however, achieved an accuracy of over 80% - a four-times improvement. Even the three single studies that directly compared Behavior Description with traditional interviews found an uncorrected accuracy of 72%. This represents the highest hiring accuracy found in science and the best chance organizations have today to build a strong human-resource base. The best predictor of future performance is past performance in similar circumstances. More specifically: 1. The more recent the past behavior, the greater its predictive power. 2. The more longstanding the behavior, the greater its predictive power.

A Behavior Descriptive approach to interviews focuses on past performance. By focusing on past performance, employers greatly increase their ability to predict whether a person will be the "top performer" the organization is looking for. The following are examples of Behavior Descriptive interview questions: 1. Tell me/us about a situation in which you were responsible for overseeing a major capital facilities project. What issues did you face in planning, financing and siting the project? How did you resolve them? How did you go about managing the project once approved? What problems arose on the project and how did you handle them? 2. Tell me/us about a situation in which you were expected to make a professional recommendation to a board about a major policy action, and you were aware that several of the board members had diverse and conflicting opinions about the course of action to take. How did you go about formulating and communicating your recommendation? 3. Describe a difficult budget decision you were required to make? How did you go about analyzing the issue and making a decision? 4. Tell me/us about the most difficult personnel action with which you have been involved. What were the issues? How did you respond? What resulted from your actions? 5. What actions have you taken over the years to assure that your workforce was representative of the community at large? 6. Thinking back over the past few years, in which situation did you make the best use of your technical or problem-solving skills? Please describe a specific challenge that brought out the best in your skills. 7. Tell me/us about the most difficult citizen you dealt with last year. How did you respond? 8. Think about a time when you noticed the early warning signs of an emerging issue or problem. When did you first notice the problem? What was the first thing you did to correct the problem? 9. Describe a situation in which you needed to solicit the cooperation of others in order for a project to succeed, but you had no "authority" over the persons involved. How did you go about gaining cooperation? 10. Describe the budget process you have found most successful in your past work? What was your part in making it a success? What obstacles were encountered and how did you resolve them?

Since Behavior Descriptive interviewing is becoming more popular and commonplace among employers, you should prepare answers to possible behavior descriptive questions such as those listed above. Other Important Interview Tips Perhaps the most important things to remember in the interview process are these three items: 1. Be Prepared. Know the job and the employer. Do your home work. 2. Emphasize success. People want to hire a winner. Show them you are one. 3. Show interest. Employers want to know you are interest in them. Show interest; act enthused. Be positive. Before the interview, you should learn everything you possibly can about your prospective employer and the people conducting the interview. You should arrive at the interview with a good understanding of the particular requirements of the position, knowledge of the issues currently facing the organization, and insight into local politics. Use personal and professional contacts, contact the recruiter directly, explore issues likely to be covered in an interview. Do extensive background research. Source materials include budget and financial reports, city charters, annual performance reports, bond official statements and local newspapers. Plan and rehearse your "verbal resume." You will almost always be asked , "Please tell us about yourself," so be prepared with a good response, tailored to the job at hand. Prepare a written list of likely interview questions and job requirements. See the List above for examples. Prepare key points you need to make to demonstrate your specific accomplishments in each area. Although you may not be given much time to ask questions of the interviewer, prepare to do so. Ask good questions. If you are asked what questions you have, and you don't have any, the interviewer may get the impression you haven't done your homework, or aren't seriously interested in the position. Prepare your questions in advance and phrase them to demonstrate your insight and ability to handle the position. Often, the most successful applicants are those who simply out-work their competition. The single best indicator of future performance is past success. City Councils, City Managers, and other hiring officials want leaders and achievers in their

organizations. As such, your interview performance must convince the decision makers that hiring you adds value to their organization. Develop your verbal communications skills. Having great management or technical skills and a strong record of accomplishment is not helpful if you can't verbally convey you successes. Answer questions directly. Then elaborate with examples. Choose examples that highlight past successes and relate it to the projects or issues that interviewer is facing, but avoid excessively lengthy responses. Remember, interviews are timelimited, so use that time to focus the interviewer's attention on your strengths and successes. Public administration at all levels is a difficult, demanding job. Successful performance requires dedication and high energy. You should recognize the interview as your best opportunity to display the energy, initiative and commitment that you will bring to the position when hired. Be sure you are really interested in the position,. It is a waste of your time and the employer's for you to interview simply for practice or as part of a "fishing expedition". If you can psychologically commit yourself to the job, withdraw as a candidate. Don't forget to ask for the job. Don't beg, but do tell the prospective employers that you want to work for them. Dress appropriately and professionally. For men, this means a dark suit, white shirt, conservative tie, polished shoes and a neat haircut. For women, muted colors are usually best, conservative dresses or suits, minimal jewelry and subtle makeup. Use humor appropriately. Don't go out of your way to get laughs, but a little bit of light humor can put everyone at ease. Be aware of your volume and animation. Speak clearly and audibly; avoid rigid postures and "stiffness." Use names. Remember the names of the interviewers and use them. People like to hear their names. As Andrew Carnegie said, "The sweetest sound in any language is the sound of your own name." Maintain eye contact. This shows self confidence. Finally, relax and enjoy yourself and the process. Tell the interviewer, with both your words and demeanor, that you appreciate the opportunity the interview presents.

A group interview, sometimes known as a panel interview, is different than a one-on-one interview because it is conducted by a whole group of people. If you know you are facing a group interview or if you think it might be a possibility, learning more about what you can expect from a group interview is a good idea. Types of Group Interviews There are two basic types of group interviews: A Candidate Group A Panel Group In a candidate group interview, you will most likely be put in a room with other job applicants. In many cases, these applicants will be applying for the same position that you are applying for. During a candidate group interview, you will definitely be asked to listen to information about the company and the position, and you may be asked to answer questions or participate in group exercises. In a panel group interview, which is much more common than a candidate group interview, you will most likely be interviewed individually by a panel of two or more people. This type of group interview is almost always a question and answer session, but you might also be asked to participate in some type of exercise or test that simulates your potential work environment. Why Companies Use Group Interviews An increasing number of companies are using group interviews to screen job applicants. This change could be attributed to the desire to reduce turnover and the fact that teamwork is becoming more critical in the workplace, but the easiest way to explain it is that two heads are almost always better than one. When there is more than one person doing the interviewing, the chances of a bad hiring decision being made are reduced. What Group Interviewers Look For Group interviewers look for the same things other interviewers look for. They want to see a strong candidate who knows how to work well with others and behave properly and competently in a work environment. Specific things that group interviewers scrutinize: Your Appearance. Attire, hygiene, and anything else that relates to your physical form will be judged. If you wear too much make-up or cologne, at least one of the interviewers will notice. If you forgot to put on deodorant or match your

socks, at least one of the interviewers will notice. Your Presentation Skills. Interviewers will be paying special attention to how you present yourself. Do you slouch or fidget? Do you make eye contact when you converse? Did you remember to shake hands with everyone in the room? Your Communication Skills. No matter what type of job you are applying for, you will need to be able to communicate. Specific skills that group interviewers look for is your ability to listen, follow instructions and get your ideas across.

Your Interest Level. From the time the interview starts until it ends, interviewers will be trying to assess how interested

you are in the job you are applying for. If you seem bored and unengaged during the interview, you will probably be passed by for someone else. Tips to Help You Ace Your Group Interview Preparation is the key to success in any interview, but this is especially true for group interviews. If you make any mistakes, at least one of your interviewers is bound to notice. Here are a few tips to that will help you make the best impression possible: Greet all of your interviewers individually. Make eye contact, say hello, and if possible shake hands.

Don't focus on any one individual. You should make an effort to engage everyone in the group when you are asking or answering questions. Don't show surprise or annoyance when faced with a group interview. Prepare for the group interview by making a list of questions that you may be asked and practicing how you might answer them. If you are interviewed with other candidates it is better to lead than to follow. Interviewers may not remember you if you blend into the background. Skills you will be expected to demonstrate during group interview exercises include leadership skills, your ability to handle stress and pressure, teamwork skills and how well you take and give criticism. Be sure to keep this in mind when you complete the exercises.

Thank everyone who interviewed you and remember names and titles so that you can send a written than you note afterwards.

Small Business Interview Strategies: Why Panel Interviews Work

By: Malcolm Fleschner As a small business owner, you understand all too well the impact that each new employee has on your small business hiring. In response, many small business owners are focusing their interview process by using panel interviews to attract top talent and assist with the candidate selection process. Widening the Interview Process Panel interviews can be highly effective, says Diana Meisenhelter, a partner with Riviera Associates, a global human resources consulting firm, as they allow business owners to immediately see how candidates interact with co-workers. "My brother has a small veterinary business, says Meisenhelter, and his issues are almost always about the people. In response, he's started having other employees meet with candidates before they're hired, saying that and it's made a huge difference. Another benefit with panel interviews, says Meisenhelter, is that by participating in the interview process, team members gain a vested interest in the hiring process and in seeing that new employees succeed. Plus, she adds, panel interviews suit the company culture of small business, which tend to foster close ties in and out of the workplace.

Define the Job, Not the Person Lou Adler, CEO of The Adler Group and author of Hire With Your Head (John Wiley & Sons, 2007) cautions that a panel interview requires more than simply dragging a few more chairs and bodies into the interview room. The first task, he says, is to define the job the candidate will have to do and not focus on what kind of person you think will be the best fit. "When you begin by defining the person, for instance, 'I need a salesperson with five-to-eight years experience, a college degree and who's friendly and warm with good interpersonal skills,' you're looking for the wrong thing," Adler recommends first defining the job, for example, "'I need someone who can bring in $2 million in sales' or 'I need a salesperson to open up a new territory and generate $500,000 in sales.' If you do that, says Adler, conducting an interview becomes much easier to do effectively. Derek Gagn, CEO of the Vancouver-based Talent Edge Solutions, agrees, noting that everyone on the panel needs to be on the same page before the interview process begins. "If you're going to do a panel, have a list of specific questions that the interviewee is asked and have a rating system youre going to use," says Gagn, "so at the end of each interview each panel member can compare apples to apples." Team members on a panel interview need to have a single set of expectations, a common understanding of what the employer is looking for and a pre-determined method for assessing candidates' answers, or the exercise will likely prove to be a waste of time. In terms of your team interview strategy, Adler advises having one leader (the business owner, presumably) with everyone else taking a supportive role, asking secondary, fact-finding questions. So if the boss says, Walk me through an example of where you sold your biggest deal, other panel members can follow up with questions like Who did you meet with? How many visits did you make? and What was the biggest challenge you faced? Why Are We Here, Anyway? Meisenhelter adds that members of the interview panel should know ahead of time what their input will be. Are they merely consulting on the decision, or does everyone on the panel have to agree before an offer is made? While many small businesses owners may prefer less formal or structured interviews than some larger companies, Meisenhelter emphasizes the importance of maintaining consistency from one interview to the next. Interview preparation is the key. "There is a whole science to panel interviewing," she says, "but no matter how you go about it, especially if you've got a lot of candidates, you want to make sure you ask the same questions, look for the same answers and establish consistency around the evaluation process." Dont Give In to Bias One final piece of interviewing advice that Adler says should apply whether you're meeting with candidates oneon-one or as part of a panel: watch out for personal prejudices in the interview. "In the first two or three minutes, people will often decide whether they like a candidate," he says. "The problem with these quick judgments is that they create an emotional bias. So if you like the person, you ask softball questions; if you don't, you ask hardball questions." Instead, Adler recommends waiting until the end of the interview to make an assessment, after you've collected all the evidence objectively. "I still struggle with this," he says. "I've been interviewing for 30 years and I still get sucked in by that one."

How to Conduct Panel Interviews and Work with a Search Committee

The selection of search committee members, when a committee is used, is an integral part of the overall selection process. Committee members must have an excellent working knowledge of the position, either from a supervisory perspective, a peer perspective, or a customer perspective. All members of the Committee should receive candidate profiles prior to any discussion of or interviews with candidates. In addition, all Committee members should receive copies of the job description, requisition, and any advertising used (if a Recruitment and Selection notebook is used, this will facilitate the process). The Committee should elect a chairperson to oversee the entire process. The chairperson may be the hiring manager or in the case where the committee will make a recommendation to the hiring manager, someone with extensive knowledge of the position and the culture of the organization. The Committee should have a clear charge and outline of its role: for example, if the hiring manager is part of the Committee, the Committees role might be advisory to validate the hiring managers opinion of each candidate; if, on the other hand, the Committee is evaluating candidates for the purpose of putting forth "top" candidates to the hiring manager for final interview with the hiring manager, the Committee may decide to take a different approach to the process. Committee members should be encouraged to contribute ideas to the development of the interview questions and format. Prior to the interview, the Committee should determine who will ask which questions and how follow-up questions will be handled. In addition, the Committee should decide in advance how candidate questions will be fielded; for example, by the Chair or by anyone who has something to contribute. Candidate evaluations should be done independently and then discussed as a whole in the Committee. By first completing evaluations individually, a more meaningful review can then be conducted by the full committee. If the Committee will be participating in the reference check process, clear directions should be given to the Committee by the Chair or the hiring manager as to how the reference checks are to be conducted. The Chair or hiring manager should establish guidelines for candidate communication with any member of the Committee prior to or after the interview process.

Your Employment Consultant is available to help you design the Committee structure and process.

How to conduct panel interviews

Michelle Garcia

Hiring a new employee sometimes involves the input of more than one party. In this case a panel or group interview tends to be the most efficient means of interviewing the candidate. Usually reserved for supervisory and senior level positions there are generally multiple parties with multiple interests involved in the hiring process so it saves time having everyone in one room, "if all interviewers have the same information," says Sarah Paul, Senior HR Consultant at HR Impact "then they're comparing apples to apples." Paul suggests that about four to six interviewers are ideal for a panel interview and that any more than that may be too intimidating. "Each of the interviewers should all have their own area of specialization or focus," Paul says. "Everyone has different things they want to get." Some of the people that may be involved in the group interview include: Human Resources Manager: will be concerned with the candidate's behaviour and how they will fit in with the company over all, such as how they deal with stressful situations, and how they will get along in the specific work environment. Manager: will have a better idea of the specifics of the role and will be more concerned with the candidate's ability to do the job on a day-to-day basis. They should ask questions about a candidate's specific skills: Do they know the computer programs, or have the proper background to succeed in the role? The manager will also have a better idea of how a candidate will fit in with their specific team. Director: Similar to the manager's role but they will be more concerned about the candidate fulfilling their duties on a high level: How will this person contribute to the overall success of the company? Technical expert: If the role requires any technical knowledge a technical expert may be required to ensure the candidate has the proper skills to succeed in the role.

Long Service Employee/ Peers: Occasionally an employee who has been with the company a long time or one of the potential candidate's peers will be asked to participate in a panel interview. This person is useful in helping to determine if they will fit into a team or organization. Direct Report: Though it seldom happens, sometimes when a manager is being hired, their direct reports, or the people working under them will get a say, usually to judge their managerial style as well as their personality. "Everyone has different things they want to get," says Paul, this way the members of the panel will make sure all the important areas are covered. When preparing for a group interview it's important to be organized. One person should lead the interview, the person who makes the initial call to the candidate, should lead the questioning and introduce the other members of the panel, "make sure all the chicks are in a row," Paul says. It is very important to inform the candidate ahead of time that they'll be walking into a group interview, "You don't want to put them on the spot," Paul says. Also in spite of the fact that multiple people will be asking them questions, you don't want them to feel intimidated, "if they're uncomfortable you won't get a good idea of what they're actually like," Paul suggests. Make small talk, and offer them a drink before you begin the questioning and it's best to sit at a round table so everyone seems on equal footing. Even more so than during a one-on-one interview, it is important to plan out the questions you are going to ask. All parties should meet beforehand to divvy up the questions; obviously each member should ask the questions that most affect their interactions with the candidate if they were to get the position. Be sure that each person knows what order the questions will be asked in and that there is no overlap. "With that many people in a room there's a lot of room for error," Paul says "at the end of the day [the candidate] has a decision to make too," she reminds us, interview preparation is key so the company is not perceived as disorganized. Also decide ahead of time how the group will make the final decision, whether everyone will chat directly after each interviewee or if the panel will meet once after interviewing all the candidates. Also decide the method you will use to choose the right candidate. Will everyone just hash it out or will a rating process be set up ahead of time and the scores just tallied up so that whomever gets the highest score gets the position? During interview prep someone should be chosen to make the final decision and have veto power, usually the hiring manager, who can overrule the decision of the panel if they truly feel that someone will not have what it takes to succeed in this position.
If done well, a panel interview saves a company, and a candidate time and allows for many different parties to judge a candidate on the same information. Paul says "If four or five people agree on a candidate there's a good chance they'll succeed in that role."

How to conduct panel interview Using a panel interview for potential job candidates has several benefits. First of all, you have a chance to listen more to a candidate's response because you aren't the only one constantly asking questions. You have time to jot down notes. The interview saves time, gives more employees a chance to meet the candidate, and weak and strong interviewers split the responsibilities, ensuring that all the appropriate questions get asked Read more: How to Conduct a Panel Interview | eHow.com http://www.ehow.com/how_4819830_conductpanel-interview.html#ixzz1od49Mb00

Instructions
1. o

1
Develop the panel, decide who is going to be on it and the roles each member will play when asking questions. You should have leader, and two or three secondary interviewers. Hiring consultant company, The Adler Group advises that a panel should consist of no more than four people, otherwise the interview can be too difficult to deal with and will be intimidating for candidates. Think about organizing a panel that consists of the person who will be doing the hiring and people who will be working directly with the candidate.

2
Involve panel members in screening the applications. Forming the interview panel early in the process can help you come to conclusions very early on concerning what type of candidates your looking for. It can also help the panel have a good sense of who you're meeting with.
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Plan well in advance so that you can develop interview questions and determine panel roles early on. This helps interviews run smoothly.

4
Develop interview questions by considering the applicant resumes, the specifics of the job, the company culture and what you and the panel agree spells success for the job. Everyone should craft specific questions they want to ask the candidates.

Create an objective checklist that each panel member can use in evaluating the candidate and the criteria for the job.
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Tips & Warnings

Diversify your interview panel with varying backgrounds Select your interview panel members early in the process Don't include anyone with a potential conflict of interest on the panel

Read more: How to Conduct a Panel Interview | eHow.com http://www.ehow.com/how_4819830_conductpanel-interview.html#ixzz1od44RKe7

Introduction These type of job interviews are often considered a more time-efficient process for the employer. A number of those involved in the decision-making process from different parts of the organization can interview the candidate at the same time, only one job interview is needed.Each panel member will take turns to ask questions relevant to their interests and after the interview the candidate can be discussed and rated from each member's perspective.

Job interviews conducted by a panel are seen to be fair and valid as a number of different opinions and views are taken into consideration when making the hiring decision.

They are often used in the public sector as they are perceived to be more culturally fair because of the possible diverse demographics of the people on the panel.

They are also considered to be an effective way to determine how well the candidate handles stress and how the candidate interacts with a diverse range of individuals.

These type of job interviews are more likely to be used in larger organizations where the position reports to a number of different people or has multiple supervisors.

This interview tends to be more detailed, thorough and rigorous than a one-toone interview as the candidate faces questions from different experts reflecting the different interests of each panel member.

Who will be on the Panel? Usually it is a mixture of relevant specialists - human resources,technical experts, line managers and can vary in number anywhere from 2 to 8 people. Try to find out beforehand who will be on the panel and make sure you know their names and job titles prior to the interview. Don't be afraid of phoning the company, usually the human resources department, and asking for this information. WhenPreparing for a Job Interview do your company research to determine where they fit in the organization and what their perspectives and interests are likely to be.

Each panelist will have a different role to play during the interview. For example, human resources will be checking that the candidate is a good fit with the company culture and people. The line manager will want to know about the candidate's ability to perform in the job, the job-related skills and abilities that they bring to the position and the technical experts will be determining if the candidate has the necessary technical expertise.

Organize and Conduct a Panel Interview The panel should include no more than three or four people. Otherwise, it can be both intimidating and unwieldy. One interviewer should be the leader, and everyone else is in a support position. This is critical. Too many panel interviews go awry as everyone competes to ask their own questions. While all of the interviewers need to be involved throughout the interview, the difference in the two roles needs to be very clear. The Primary Interviewer: This person leads the panel session, acting as the host and describing to the candidate how the interview will be conducted. During the actual panel interview, the primary interviewer will ask the basic questions and follow up with some fact-finding. Only the primary interviewer can change the topic or the focus of the question. Secondary Interviewers: Every other member of the panel interviewing team is in a support role. However, they should be active during the interviewing, asking for examples and clarifying information. These people help the primary interviewer peel the onion by following up the main questions with questions like, "Can you give me an example of what you mean?" "When did that happen?" and "What were the results?" Organized properly, this type of panel interview follows a very natural flow and reveals a great deal of useful information. It's okay if one of the secondary interviewers becomes a primary interviewer for a different question or for a different section of the interview. For example, someone can take on the primary responsibility for a question addressing a job-related technical accomplishment while someone else can be the primary interviewer for a different accomplishment, like team or management focus. If

this type of shift is made, plan ahead of time to minimize any confusion. In this case, make sure that everyone else takes a support role asking for clarifying information. Make sure all interviewers have read the performance profile for the job before convening. Make the thrust of the interview a discussion of the candidate's major accomplishments. It's okay to ask the candidate to come prepared to discuss a few of his/her most relevant major accomplishments. This will improve the information exchange. As part of this, ask the candidate to be prepared to cover individual contributor, team, and management projects. You should conduct a 10-Factor Candidate Assessment right after the interview to capture everyone's comments. During the dot-com boom, one of my manufacturing clients excluded a great candidate for an operations management position because he was too chatty during the first interview. My client got put off by this superficial banter, most likely caused by initial nervousness. Our client was a typical entrepreneur - bright, fast-paced, prone to making instantaneous decisions, and strongwilled. These are not the traits of good interviewers. The candidate was top-notch, though; a perfect match for the entrepreneur to build the solid infrastructure to maintain his fast-growing import and distribution company. We didn't want to let this one die, so we arranged a panel interview with one of my associates leading the session. There were about four people in the room, but we orchestrated the questioning. It lasted about 90 minutes and covered everything, focusing largely on comparable past accomplishments dealing with rapidly changing environments. The candidate passed this more grueling session with flying colors. After a subsequent three-hour one-on-one interview with the CEO, the candidate was offered the position and accepted. During this interview, they created the operations plan and budget for the next 12 months. A few months after the person started, our client called to thank us for intervening and indicated that the candidate's job performance is top-notch, as expected. The only potential problems with panel interviews are that they can be intimidating to the candidate. Describe the format of the session a few days beforehand to ease the candidate's fears. During the interview, use a round table or seat the candidate in the middle of a long table. The candidate will feel like one of the team this way. Don't make it seem like an interrogation. It's better to be low-keyed by requesting more information in a neutral tone of voice. As long as they're properly organized, panel interviews are great for increasing assessment accuracy. Try one using our two-question performance-based interview for even better results. Before you know it, you'll be making fewer hiring mistakes and hiring better people.

Developing the structured interview The essence of a structured interview is the standardization of questions. The same questions should be asked in the same order to all interviewees. However, before structured interview questions can be developed, a job analysis must be conducted on the job to be filled. Any method of job analysis may be used as long as it includes a determination of knowledge, skills, and abilities (KSAs) upon which to base interview questions. The KSAs found to be important, critical, and necessary at the start of employment are the aspects of the job that should be discovered during the job analysis.
The Interview Panel The interview panel should meet to review the job description and job analysis, design the interview questions, and set benchmarks for answers to the questions. The panel should also choose a coordinator to lead the interviews. Interview panels should have three to five persons. Having the immediate supervisor of the open position serve on the interview panel is recommended since he or she may be the

best expert on the duties and responsibilities of the position. Other panel members might include the division director, a coworker, representatives of other departments, or a representative of the customers served by the position. All members of the panel should be familiar with the duties and responsibilities of the position being filled. Every effort should be made to have the panel reflect the race and gender makeup of the candidate pool, which may reduce the potential for bias. Using a panel to conduct the interviews may reduce the impact that personal biases of individual interviewers may have on the selection of an employee. It is also important to use the same persons as interviewers for all of the candidates. Different interviewers are likely to evaluate answers differently, but if the interviewers are always the same persons then there is at least some consistency in the ratings of candidates. This is most important when other components of the interview are unstructured because different interviewers will ask different questions as well as evaluate them differently, and may consider different supplementary information such as application forms, resumes, references, transcripts, or other documents the candidates submit.

Developing Questions from Critical Incidents Critical incidents are actual job situations that show how effective or ineffective an individual is in a particular aspect of the work. The critical incident method is a procedure used to develop questions from KSAs. This method involves presenting SMEs with KSAs and asking them to write critical incidents that concretely demonstrate each required knowledge, skill, or ability. The SMEs write behavioral examples showing how incumbents have demonstrated the possession or lack of a particular KSA (Outerbridge, 1994).5 After the questions are developed, benchmark responses should be prepared by the SMEs. The benchmarked responses should...reflect behavior that is acceptable within the organization, or behavior that is unacceptable if the benchmark represents an unsatisfactory response (Outerbridge, 1994, p. 15-16). To develop benchmarks, it is recommended that panelists think of how persons whose

performance on the job they would rate as superior, satisfactory, or unsatisfactory would respond to each question. After questions and benchmarks are agreed upon, each panel member should take copies of the questions and benchmarks to review and edit. The

panel may need to convene again before the scheduled interview to go over changes until a consensus is reached (Outerbridge, 1994). As long as the integrity and security of the interview questions can be guaranteed, it is recommended that the questions receive a trial run. A practice interview might be performed with incumbents or other persons with KSAs similar to the candidate pool. The appropriateness of the questions should then be reevaluated, and the questions revised or deleted if necessary.

Rating Scales and Benchmarks A decision must be made regarding the scoring system or rating scale to be used in the interview. The rating scale can be as simple as acceptable or unacceptable, or it can be a three, four, or five-level, point-based scale. It is difficult to define more than five levels that can be meaningfully and consistently assessed. The most critical element of the rating scale is not how many levels it has, but rather how those levels are defined (Valadez, 1987, p. 8). 10 Rating scales should be defined by benchmarks for each question. Benchmarks are suggested answers to the questions that are linked to the rating scale. Benchmarks provide a frame of reference for assessing the candidates responses objectively and consistently. There should usually be at least three suggested answers for each question: a superior, a satisfactory, and an unsatisfactory response. For example, with a five-point rating scale, develop benchmarks for five points (superior answer), three points (satisfactory answer), and one point (unsatisfactory answer). To develop benchmarks, using the guide in Table 4, ask SMEs to create answers that fit the different levels of the rating scale. If the questions have been used in interviews previously, SMEs may use actual answers they have heard from candidates. Table 4

Example of a Five-Level Rating Scale 5What would one expect or want an outstanding candidate to give as the best possible answer? 4 3What is an acceptable answer that one would expect a qualified candidate to give? 2 1What would one expect as a poor answer from a candidate who has little or no knowledge or skill on this job requirement? It is not essential to describe the 4 or 2-level answers, because the 5, 3, and 1 answers give adequate anchor points for making a rating decision on any of the levels (Campion, Pursell, & Brown, 1991). The 3-level benchmark is usually the easiest to develop, so try describing that answer first. Example answers should fit the requirements of the job. Superior answers should not far exceed the requirements, and unsatisfactory answers should not be so low that they do not help distinguish between candidates. Also, try to avoid making the superior answer a more sophisticated or simply reworded version of the satisfactory answer. Organizational jargon, acronyms, and slang should be avoided (Campion, Pursell, & Brown, 1991). Developing benchmarks is also a method of evaluating the interview questions. If it is too difficult to determine the benchmark answers for a particular question, the question should be reviewed for possible revision or elimination (Campion, Pursell, & Brown, 1991: 254). See Appendices A and C for examples of questions and benchmarks. Assessing Organizational Fit (The Hiring Interview) An employer should never hire a candidate without assessing the organizational fit of that individual. To meet that goal, some questions should be asked that will not be exactly the same for each candidate. Those questions include following up on things like leave usage (within ADA guidelines), performance evaluations, or gaps in employment history, which will be different for each candidate. Some selection experts recommend that this be done in a separate interview from the structured interview. This other interview is sometimes referred to as a hiring interview. It is recommended that a hiring interview be the last

step in the selection process. A hiring interview is usually a one-on-one meeting with the person who will make the hiring decision. This type of interview is less structured but must still include only job-related questions; however, those can and should include inquiries regarding aspects of an applicants resume, transcripts, and application. The questions asked depend on the answers given in the structured interview, the individuals education and experience, and supplementary information about the individual. (Do not ask any questions that illegally discriminate against people, and refrain from discussing anything that is not job-related.) This assessment is almost always unscored since the questions vary from candidate to candidate. There may be several ways to conduct a hiring interview. One option is to conduct the structured interview and use it to determine the top three to five candidates, and then invite those three to five back for a hiring interview with the entire panel or only the person who will make the final decision. Another option is to hold the structured interview first, and then while panel members are scoring the interview, the candidate could be given a tour of the facility/agency. The candidate could then be brought back for the hiring interview with the entire panel or only the person who will make the final decision. This last option does not require candidates to return and the panel to reconvene for second interviews. Giving the break between the two allows the panel members to complete scoring of the interview and thus prevents any of the discussion in assessing organizational fit from influencing rating decisions, thus preserving the integrity of the structured interview. These are not necessarily the only acceptable options for acquiring this information. Each agency should choose the most appropriate and efficient combination of methods for its selection procedures. Evaluating the Interview As with any new selection device, a structured interview needs to be evaluated both before and after its use. Evaluation prior to use can be done by testing the interview on coworkers and incumbents. The benefits of such a trial run are determining whether incumbents answers meet your expected answers. Other managers or supervisors may be

able to provide constructive criticism about details that might have been overlooked by the interview panel. 24 After using the interview with a group of candidates, the interview coordinator can evaluate its effectiveness by discussing the following questions with other members of the interview panel. Did the candidates easily understand the questions or exercises? Were the questions too easy or too difficult? Did interviewers find the materials easy to use correctly? Did interviewers learn what they needed to about candidates? The answers to these questions will assist the panel and/or coordinator in determining what components worked well in the interview process and what components should be improved before the next similar position is to be filled (Valadez, 1987). If the structured interview was previously used, it would be valuable to ask if employees hired through use of the structured interview meet performance standards for the job. The most important measure of the validity of a selection instrument is whether employees hired via the instrument are doing a good job.

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