5.5 Closing and deciding

Drawing the interview to a close

Up to now we have been considering how to control and conduct the main body of an interview. There remains, however, the need to draw it to a satisfactory close. You should remember that, while you are trying to select the best candidate, the candidates are also ‘selecting’ you. You need to remember that you as an interviewer are being assessed and selected, and you need to ensure your presentational and interpersonal skills are up to the job.
When you are satisfied that you have all the information you require, it is important that you give the candidate two invitations:

· first, to tell you about anything that has not been covered, or to expand on anything that has not been adequately covered (for example, a relevant accomplishment that the candidate wants you to know about)

· second, to ask you questions in order to clarify any features of the job or the terms and conditions associated with it.

Only when the candidate has had this opportunity should you begin concluding the interview. It is good practice to summarise any agreements or understandings that may have been reached and to give a clear indication of what is likely to happen next, and when.

5.4 Structuring the interview

Introduction and starting

In a panel interview one member will need to take the chair; this person will then be responsible for initiating, controlling and closing the interview. It is also the role of the chair to link and control the contributions of the panel members.
If you are the chair, you should always introduce the panel members to the candidate and explain how the interview will be conducted. A relaxed and skilful lead interviewer will then continue to establish and maintain rapport throughout the exchange with the candidate.

The main body of the interview

Your main objective is to gather information. A practical target is to expect the candidate to talk for 70 per cent of the time. Example 2 describes the kind of conduct to avoid when interviewing.

5.3 The selection interview

The aim of the selection interview is to determine whether the candidate is interested in the job and competent to do it. A selection interview also has the following functions:

· to explain the work of the organisation, the job and any features such as induction and probation

· to set expectations on both sides, including a realistic discussion of any potential difficulties (if appropriate)

· to enable the candidate to assess whether they want the job being offered.

Selection interviews are not easy to conduct and it is preferable – some organisations insist on it – that everyone involved has participated in some kind of training. Most managers believe they can interview competently but probably few have subjected their interviewing practice to close scrutiny and thought about how they can improve their performance. Important decisions have to be made, such as how many people should be on the interview panel, who would be the most appropriate people, and what role they should play. One-to-one selection interviews are difficult to conduct, not least because there is more likelihood of subjectivity creeping in.
Preparation is an extremely important stage in the process. Box 6 indicates four factors to consider in preparing for an interview and gives some examples.

5.2 Tests as a selection tool

There are various types of tests and ways in which they might be used as part of the selection process (see Box 5). Before using any kind of test you should ensure that you know why you are using it and how it relates to the job specification.

Box 5: Selection tests

Aptitude tests

· Tests of physical ability: used for the selection of manual workers. For example, a test of the ability to perform lifting operations might be used.

· Mental ability tests: tests of literacy, numeracy and intelligence.

· Analogous tests: tests which simulate some of the actual tasks in the job, for example a typing or word-processing test for secretaries. Group problem-solving exercises and presentations may be suitable for managerial jobs.

Personality tests

The use of these in selection comes from the assumption that certain jobs require certain personalities and that tests can identify them. The most common form of personality test is questionnaires designed to rate respondents on various personality dimensions. The individual is rated for being persuasive, socially confident, competitive, decisive, introspective, artistic, conceptual, traditional, independent, extravert, stable, optimistic, and so on. Most reputable personality tests need to be administered and scored by trained and licensed users. Organisations selling personality tests usually recommend that they are not the only method used for selection.

Assessment centre

This is a process, rather than a place, that uses a number of selection techniques in combination. A typical assessment centre would assemble 12 applicants after screening and subject them to tests such as intelligence tests, presentations, group work and interviews.

Tests can be very useful in the selection process as they actually replicate certain parts of the job, whereas a selection interview can only indicate whether the person has that ability. However, most tests are time-consuming to administer and can be used indiscriminately. It would be very unusual to use a test as the sole means of selecting and, particularly with personality tests, it should not be the major evidence on which the decision to appoint or not is made. Very often the results of personality tests are used in interviews as the basis for further investigation and questioning about an applicant's abilities.

5 Methods of selection

5.1 The interview as a selection method: pros and cons

Traditionally, the interview has been the main means of assessing the suitability of candidates for a job. Almost all organisations use the interview at some stage in their selection process. Similarly, most applicants expect to be interviewed. Interviews are useful for assessing such personal characteristics as practical intelligence and interpersonal and communication skills. The interview can be used for answering applicants’ questions, selling the organisation and negotiating terms and conditions. It is a matter of debate whether an interview accurately assesses ability at work, relevant experience and work skills. A further problem with interviews is that factors that are not related to the job influence the decision: clothing, colour, ethnic origin, gender, accent, physical features or a disability might be such factors. There is also evidence that interviewers make decisions very rapidly on little information. You need to be aware of the potential pitfalls in using selection interviews and may choose to supplement them with a variety of tests. Some of these are considered below.

4.12 Candidates make decisions too

In the past people have tended to see selection primarily as organisations choosing between individuals. However, we must not forget that candidates are also making choices: about whether to write in for an application form, whether to apply, whether to attend an interview, whether to accept an offered job. This makes it important for organisations to treat candidates in a sensitive and responsive manner. They will need to pay attention to their recruitment materials, to provide realistic job descriptions and to be aware of how candidates are treated.
Recruitment processes vary between sectors and between organisations. They are also constantly changing (Box 4).

Box 4: Internet recruitment

There has been a significant increase in the use of the Internet for recruitment purposes. One way of using the Internet is to post vacancy advertisements on some of the specially created ‘job boards’ – electronic versions of a newspaper's situations pages. Another method is to incorporate a recruitment section in a company website. Although there are capital costs to this, they may represent a modest investment considering the price of national newspaper advertisements and the potential long-term use of a website. Organisations need to encourage potential recruits to visit the site by placing small advertisements on job boards and in the press indicating the organisation's web address.

The audience for recruitment websites has been concentrated in younger age groups and professional occupations, although this is likely to broaden out. Recruitment costs may be reduced – some US firms claim a 45 per cent saving by using the Internet.

Criteria for success are that visitors to a company website should find it convenient to use, up to date and offering online application facilities. The advantage to the organisation is the technical simplicity of adding applicant details to its database and in conducting online dialogue with applicants about job and career requirements so that they can be advised when a suitable vacancy arises.

Thus the Internet offers several attractions to both recruiters and job hunters.

4.11 References

References can be useful, but they do have some limitations: no one would supply the name of a referee who was likely to give a bad reference. However, it is always a good idea to request them of the candidates who have been shortlisted (but, as we have already said, bear in mind that some candidates may not want their employers approached until they have actually been offered a job). It is helpful for referees if you enclose all the information sent out to the prospective candidate and point out clearly any essential requirements of the job. You may want to ask specific questions relating to the candidate's suitability in certain areas.

4.10 Shortlisting

It is common to shortlist up to six applicants per position, but the exact number may reflect the time you have available for interviewing and the strength of the applicants. The important point is to ensure that as far as possible you finish up with the best possible candidates on the shortlist. This can best be achieved by approaching the task systematically. In other words, the systematic use of criteria as detailed in the job specification should be preferred to reliance on intuition. It is sensible to reject those applications that do not match these key criteria closely. If feasible, keeping a set of notes as you shortlist is a good idea. This helps you to remember or explain the grounds on which you decided to interview or reject each candidate.

4.9 Further particulars, application forms and dealing with paperwork

One way of offering more information than can be put into an advertisement is to send further particulars to people who respond. These could explain, for example, current and future developments within the organisation. If your organisation already has a standard application form, you will almost certainly use that. Otherwise, you could ask applicants to write a letter of application, possibly accompanied by a CV. It is also useful to ask for details of referees at this stage, but bear in mind that candidates might have objections to them being contacted before the job is offered.
Handling the administration of the recruitment process is largely a clerical activity – but that does not mean you can ignore it. Here are a few points you should bear in mind:

· Candidates will be particularly anxious to know what is happening, so you will probably need to brief the switchboard and your colleagues or secretary to handle expected calls.

· Application forms and further particulars should be ready to go out immediately after a candidate contacts the organisation. Keep records of the people to whom they are sent.

· Keep a record of returned application forms, and acknowledge these by return of post, preferably with some indication of what the next step will be. If costs prevent this, invite applicants to include a stamped addressed envelope if they require acknowledgement of receipt.

· Give as much notice as possible to those whom you intend to interview, giving them some choice of date and time if that is feasible, and ask them if they have any special needs. They should also be given a name and telephone number to contact if they have any queries. Make sure they know where and when to attend for the interview.

· Send a courteous letter to those who are not shortlisted as soon as you are certain they will not be required.

· If you intend to take up references, you should send out letters as soon as possible, allowing plenty of time for the references to arrive before the date of the interviews. But make sure candidates are happy for you to ask for references from their current employer before you send out the letters.

· Keep detailed records of all correspondence at every stage.