1. A tool for Employee Selection
by
John Parkin

2.  Bias on the part of the interviewer. The interviewer may judge an
applicant by anything from manner of speech, style of dress, general
appearance to age, race, or nationality.
 Lack of an agenda for the interview. The interviewer drifts from topic
to topic without any clear objective or focus to the conversation.
 Not asking questions related to the requirements of the position. This
can occur because the interviewer does not know a lot about the job, or
gets sidetracked into irrelevant areas.
 Not allowing enough time to ask all the necessary questions.
Not getting enough information to make a good decision or having
adequate time to get to know the applicant and put her or him at ease.

3.  Having people present at the interview who
are not necessary. A job interview is a
business meeting; therefore, it is an expense.
People should be there on company time to
ask questions and assist in the decision
making process after evaluating the
candidate.
 Impression management. This involves
people reading books and studying articles to
learn how to answer common interview
questions appropriately and generate a
positive image as a candidate.
 Asking illegal questions. Even professional
interviewers sometimes err and ask questions
which invade the interviewee’s privacy or
violate their rights by revealing religious,
lifestyle, political, or other protected
information which is not relevant to the
interviewee’s ability to do the job.

4.  Talking too much about irrelevant topics like personal feelings, or their
life story.
 Gossiping or telling stories about the company
 Not asking tough questions (many managers are afraid to do this).
 Invading the applicant’s personal privacy
 Placing too much stress on the candidate in the interview
 Allowing first impressions, whether positive or negative, to dominate the
interview.
 Gravitating to the centre and avoiding extremes in assessing a job
applicant
 Asking questions which are illegal because they violate privacy or are
discriminatory
 Failing to take notes either during or immediately after the interview

5.  Biggest mistake
is to use only the
interview.
 Interviews never
“cut-and-dried”.
 Interview is most
effective with
other selection
tools

6. Resumes and cover letters determine who has the minimum
requirements for the job
Application forms help to eliminate unqualified applicants and
determine who gets a pre-screening interview. It is also useful to
compare the application and resume looking for inconsistencies.
Pre-Screening interviews determine who gets an in-depth interview
Employee testing helps determine an applicant’s innate abilities and
who gets an in-depth interview.
In-depth interviews: Structured interviews help determine the
applicant’s impact on others, motivation, interpersonal skills,
emotional stability, and grasp of the position and what it entails.
Reference checking involving careful, in-depth checking of references
from a variety of sources helps to confirm the findings of all the
previous methods for all the previous areas of concern.

7.  Introduction: Introduce the company,
discuss with the employee, and put
interviewee at ease.
 Questions: Stay with the format and
only ask job-relevant questions.
Listen carefully to the answers and
observe how the candidate responds.
Ask all questions in the same way in
each interview.
 Answers: Respond to the applicant’s
questions (note the questions asked).
 Wrap-Up: Finish the interview on a
positive note.
 Notes: The interviewer should take
careful notes immediately after the
interview.

8.  Prepare. Surprisingly, many hiring managers neglect to review a candidate’s paperwork
prior to the interview. Reviewing a resume in front of the applicant is not only rude, but
smacks of disorganization and poor preparation.
 Set the Tone. Let the candidate know that you are glad to meet them. Also express
appreciation to them for taking the time to come and interview with the company.
Explain how the interview will proceed and then follow the format as closely as possible.
Always remember that you represent the company to the candidate.
 Prepare a Script. Don’t underestimate the value of preparing several questions before
hand. Ask open-ended questions as well as those that elicit a more detailed response.
Make it a point to ask a good mix of questions
 Know what you want. Make a list of what you are looking for and ask pointed and, if
necessary, tough questions to find out if the candidate will meet these qualifications.

9.  Manage Your Time. Take as long as needed (about an hour or
so) to conduct an interview using all the steps and asking
all necessary questions; however, be prepared to cut the
meeting short if the applicant is obviously not a good
match for the job.
 Write It Down. Be sure to take comprehensive, thorough
notes either during or immediately after the interview.
This is especially important if several candidates are
interviewing for the same position.
 Be Honest with Yourself. If the candidate seems to be too
good to be true, or seems to lack necessary skills, be
candid about this, don’t be afraid to face it. Sometimes
it may be necessary to ask more pointed questions.
 Know about the job. Know and understand the job for which
you are interviewing the applicant. At least one of the
interviewers should know the job either as a supervisor,
manager, or lead employee.

10.  Be prepared to answer the
applicant’s questions
 Always allow time for this
 Applicant is looking for
the same things as the
company