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Communication skills for effective interviewing

FromAdministrative Human Resources

– There is nothing more importantin the hiring process than the interview.The interview will help you findthe right fit for your organization, so ultimatelyan interview is helping your business move forward.Interviewees aren't the only ones who must focuson making the right first impression.You must concentrate on how youpresent yourself just as much as they do.As the interviewer, you are representing your company,so your actions will speak for the entire organization.Not to worry, I have some great tipsto help you make a great impression.Communication researchers have foundthat 93% of the messages you send are nonverbal.

That's because nonverbal communicationincludes your posture, clothing, gestures,eye contact, and what they call paralinguistics.Paralinguistics are all of the thingsconnected to your words, such ashow fast or slow you speak, tone of voice, and volume.Your nonverbal communication should expressconfidence and friendliness all at the same time.As you walk down the hall to meet your candidatein the waiting room, put your shoulders backand stand up straight, but also smileand offer a friendly greeting.To help you better understand the interview process,I'm going to show you a brief interviewthat highlights poor interviewing skills.

See if you can spot them and thenwe'll come back and discuss it some more.Okay, so why do you want this job?– Well, I know you have a great reputation of beinga place to work for and I've seen all the accolades online.I'd really like to stay at my next job for a long timeso the environment is really important to me.– Okay, great.My next question, where do you see yourself in five years?– Over the next five years, I'd like tolearn as much as I can and becomea team member that you can't live without.

– Okay, so you wanna be a manager then?– I'd like my career to advancebecause I do wanna keep growing as a person.I definitely would love to move up the corporate ladder.Is there room for that type of growth?– Yeah, I mean we like to promote from withinso if a manager spot opens up, I don't see whyyou couldn't, you know, slide in there.What kinda pay are you looking for, for this job?– Not very much.– So let's talk about what went wrong in this interview.First, the interview unfolded like an interrogationand the questions were all over the place.

Your job is to make your candidatesfeel comfortable so they will open up to you.The interview should feel more like you've just metat a networking event or even a dinner party.Second, the interviewer's body languageitself is closed off.I wasn't making great eye contact,my arms were folded, and there was a table in between us.These moves signal that I am closed off,where making eye contact and open body languagesays I'm friendly and I want to get to know you.Third, I practically told my candidatethat she could earn herself a promotion.You never want to say things like thatbecause you can be held to them laterby an angry person who ends up not getting promoted.

When someone asks about moving up,your answer is that your policy is totry to promote from within, but that's all you can offer,so let's try this again.Wow, so it sounds like we havepretty similar career paths then,so can you walk me through a few of the thingsthat you would do if you got the job.– Well, I know I have a lot to learnso reading what I can get my hands onand talking to coworkers and leaderswould really be important to me,and I'd also like to spend some timepoking around my office and computerto see what I could learn from the previous person,and I'd definitely spend time gettingto know my new subordinates.

I know that those relationships will take time to buildso I'd be thinking about the best ways to build them.– Okay, you know when I was 21I got a job as an Executive Assistantand just right out of the gate was makinga lot of different changes because I wantedto really strut my stuff and definitelyburned a lot of bridges with these peopleI was gonna be working with because of all of these changes.– Well, I believe if you're coming in as a managerand a newbie, you do have to tread lightlyand see what kinda changes are necessaryand then solicit the teams help in making those changes.

– Yeah.– In fact, I'm not even sure you canmake any real changes for at least nine months or a year.– Yeah, great, great observation,so can you tell me about a timethat you made an organizational changeand what that was and how it unfolded?– Sure, at my last job, I decided that I…– So hopefully you noticed a few thingsin this interview that made it much more effective.The candidate and I were sitting next to each otherto make the interview more like a friendly chat,I was making eye contact while I wasjotting down some notes, and I hada conversational response to the candidate's list.

In turn, she had a conversational response for meand it gave me more insight into her.From there, I was able to slip ina behavior-based interview questionor one that asks for a specific example of a specific time she did somethingI was going to need her to do in this new job.The questions are part of a conversationrather than a series of unrelated questionsthat feel like an interrogation.This is how I'll get to know all of my candidatesso that I can make the right decision.I also never crossed my arms, which puts up a barrier.

With my posture, gestures, and paralanguage,I was showing that I had genuineinterest in this person and I should.Even if I'm thinking she's not the right fitfor this particular job, interviewingis a networking opportunity and maybe she'll besuited for a job down the road.I even know a woman who interviewed for a companyand as it became clear to both her and the employerthat the job wasn't right for her,she referred the employer to someone else.The company hired that someone else.Another woman I know was told thatshe was overqualified for a job,but six months later she was asked to come onfor a special project as a consultant.

Neither of those things would havehappened in a Q&A type of scenario.They happened because the interviewerand the interviewee had a conversationand they got to know each other.Going back to my interview, you didn't see this part,but I also didn't keep the interviewee waiting.Time is another form of nonverbal communicationand making someone wait for 15 or 20 minutestells them you don't think theyor the position they will fill are important.In the end, if you can think of interviewingmore like a networking event than an interrogation,you'll be much better off and more ableto find the right fit for your organization.