A Guide for Human Resource Professionals | Page 21
A GUIDE FOR HUMAN RESOURCE PROFESSIONALS | 2 1
In a traditional interview, most job
applicants leave feeling dissatisfied and
disappointed. They may fret over one
answer they didn’t get quite right. Perhaps
they never got to really reveal who they
are, either professionally and personally.
Maybe they felt rushed by the interviewer to
keep to the allotted time.
To discover the real person behind the
resume, human resource leaders need
to get to know the candidate in a more
realistic, less stiff setting where the tone is
more ‘coffee shop’ rather than ‘boardroom.’
This ‘coffee shop’ style is less like a grilling
and more like a group of people getting to
know each other, letting the conversation
flow naturally.
Shift the tone from investigative to
collaborative by using this first meeting as an
open discussion about the career potential
of the position.
Avoid comments that suggest the
candidate is over-qualified or that the
position is more entry level.
For some human resource leaders there
is the perception that a person who has
worked almost all or their entire career for
the same company is not able to adapt to
a new culture or organization. In reality, with
the global scope of most companies, it is
common for employees to move to
different positions within organizations.
Volunteer work and consulting also enrich
candidates’ experiences.
The interview is just as much the company
selling itself to the candidate as vice versa.
By putting the candidate at ease, you are
more apt to get a sense of the person
behind the resume and determine if the fit
is right.
KEY THOUGHTS
• e-examine the job posting. Double check your expectations and ensure they are
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realistic and achievable.
• Ask clear, concise and relevant interview questions.
• void formulaic questions like ‘where do you see yourself in 20 years.’ This can be a
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daunting for someone 55 or older to answer with a straight face.
• ollow-up with the interviewee to boost their dignity and build good will created
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during the interview.
• emember that that these people may be your customers or clients who also have
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great influence after the interview.