RECRUITING AND SELECTING STAFF 205
Interviewing Candidates The most common selection method, the interview, is an information-seeking mechanism be- tween an individual applying for a position and a member of an organization doing the hiring. After the applicant’s initial screening with HR, the nurse manager usually conducts an interview.
The interview is used to clarify information gathered from the application form, evaluate the applicant’s responses to questions, and determine the fit of the applicant to the position, unit, and organization. In addition, the interviewer should provide information about the job and the organization. Finally, the interview should create goodwill toward the employing organization through good customer relations.
An effective interviewer must learn to solicit information efficiently and to gather relevant data. Interviews typically last between one and one and a half hours, and include an opening, an information-gathering and information-giving phase, and a closing. The opening is important because it is an attempt to establish rapport with the applicant so she or he will provide relevant information.
Gathering information, however, is the core of the interview. Giving information is also im- portant because it allows the interviewer to create realistic expectations in the applicant and sell the organization, if that is needed. However, this portion of the interview should take place after the information has been gathered so that the applicant’s answers will be as candid as possible. The interviewer should answer any direct questions the candidate poses. Finally, the closing is intended to provide information to the candidate on the mechanics of possible employment.
Principles for Effective Interviewing Developing Structured Interview Guides Unstructured interviews present problems: if interviewers fail to ask the same questions of every candidate, it is often difficult to compare them. The interview is most effective when the infor- mation on the pool of interviewees is as comparable as possible. Comparability is maximized via a structured interview supported by an interview guide. An interview guide is a written document containing questions, interviewer directions, and other pertinent information so that the same process is followed and the same basic information is gathered from each applicant. The guide should be specific to the job, or job category.
Instead of the traditional interview questions, such as “tell me about yourself, what are your strengths and weaknesses, and why do you want to work for us,” specific questions that target job-related behaviors are more common today. Behavioral interviewing, also called competency-based interviewing, uses the candidate’s past performance and behaviors to predict behavior on the job. The questions are based on requirements of the position. Examples of spe- cific behaviors expected of staff nurses and related sample questions are found in Table 15-2.
In addition, you can develop additional questions based on the specific job. For example, you may want to add questions on teamwork and collaboration as they relate to the position. Box 15-2 lists job-related questions for a medical telemetry unit position that candidates could be asked.
Interview guides reduce interviewer bias, provide relevant and effective questions, minimize leading questions, and facilitate comparison among applicants. Space left between the questions on the guide provides room for note taking, and the guide also provides a written record of the interview. An example of an interview script is shown in Box 15-3.
Preparing for the Interview Most managers do not adequately prepare for the interview, which should be planned just like any business undertaking. All needed materials should be on hand, and the interview site should be quiet and pleasant. If others are scheduled to see the applicant, their schedules should be checked to make sure they are available at the proper time. If coffee or other refreshments are to be offered, advance arrangements need to be made. Lack of advance preparation may lead to insufficient interviewing time, interruptions, or failure to gather important information. Other problems include losing focus in the interview because of a desire to be courteous or because