IEEE TRANSACTIONS ON PROFESSIONAL COMMUNICATION, VOL. 33, NO. I . MARCH 1990 19

Speech Communications

Good Interviewing Is Good Business Part I: Strategies for Interviewers (This article is the first part in a two-part series.)

GILDA CARLE

Abstract-This paper outlines six stages of the position candidate interview process: preparation, the first few minutes, setting the structure, information-gathering, selling the position and company, and the close. Strategies are provided to help the interviewer control each stage and derive maximum benefit from the interview.

OST PEOPLE take interviewing skills for granted. M Actually, the process is a dance, initiated by one partner and followed by another, each taking turns as leader and follower. For technical professionals today, a successful employment interview requires refining the interactions of the communicators with careful preparations and protocols. The objective is for interviewers and applicants to arrive at a level of rapport that can easily transfer into a mutually beneficial work relationship. Success for the applicant means getting the desired job offer; success for the employee means finding the most qualified candidate for the position.

It is to the benefit of both parties, as well as to the organization, for there to be an appropriate fit between interviewer and applicant. This fit should encompass three areas. The obvious one applies to the candidates specific job-related skills and experience. The other two are more subtle, but equally important: the applicants general intelli- gence and aptitude, and his or her personality and attitude.

The interview consists of six specific stages, each evolving from the one before it. It is the interviewers responsibility to orchestrate and control the setting, development, pace, and timing of each stage.

STAGE 1 : PREPARATION

A well-qualified job applicant, one an interviewer may want to court, might be turned off by an interviewers casual

Dr. Gilda Carle is President of Interchange Communications Training, Yonkers, New York. As an image and communications specialist, she trains technical experts to make public presentations and give testimony, requiring enhanced rapport-building and interviewing techniques. In addition, Dr. Carle teaches business management, industrial psychology, and organiza- tional behavior at Mercy College, Pace University, and Long Island University.

question, So ... tell me about yourself. Often, this opener is perceived as a cover for an interviewers unfamiliarity with the applicants resume, or discomfort with the inter- viewing process in general.

An interviewer who invites an applicant for an interview has an obligation to prepare for that meeting. This preparation means planning specific questions based on the candidates written credentials. Failing to prepare is preparing to fail. Why waste valuable time if the intention is not whole- hearted?

Preparation requires designing specific questions in advance to target appropriate information. Not only will such prepa- ration save time, it will also impress the candidate with how the company values the people who work for it.

The questions the interviewer designs may consist of either closed-end or open-end formats. Closed-end questions begin with such words as Who?, When?, Where?, Which?, Are?, and Did? Such formats invite short or one-word responses, and therefore close an interaction before it begins. The interviewer may begin straining for other questions to prompt further discussion.

To stimulate conversation, the interviewer must draw from open-end formats using How?, Why?, and In what way? Such questions encourage an applicants explana- tions. The more the candidate talks, the more the interviewer will learn about the candidates talents and personality.

Incorporating these formats, the interviewer may want to plan three types of questions:

The direct question: This type of question requests specific information in a straightforward manner.

How did your academic credentials at Carnegie Mellon prepare you for your last job as a civil engineer? Which of your personal strengths do you think will be most beneficial to the position you seek in our company?

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20 IEEE TRANSACTIONS ON PROFESSIONAL COMMUNICATION. VOL. 33. NO. I . MARCH 1990

Open-end formats are chosen here to get the applicant to communicate freely. If, however, the candidate rambles on for too long, the interviewer may interrupt with a closed-end design, calling for a short or yesino response.

The indirect question: Although it does not demand an answer directly, this type of statement implies a question and encourages discussion.

Im interested in knowing how your last position at the Power Authority prepared you for this position at our company. You must have had little personal time while working during the day and attending graduate school at night.

The leading question: This is a direct question indicating that a specific answer is preferred. Because the respondent may be aware that the interviewer prefers only one right answer, hidher effort to preserve the relationship may preclude total honesty.

Wouldnt going to graduate school for 7 years motivate a person to finally get his degree? Isnt it unusual for a woman, so early in her career, to have had three major positions as consulting engineer?

Interviewers should avoid the double question. With this technique, two questions are asked in immediate succession. Usually, when question 1 is open, question 2 is closed. The double question confuses the applicant.

Where was your office? Was it far from here? How would you handle a hostile employee? Would you let him get by for a while or immediately confront his behavior? Describe your bosss functions. What was his title?

While probing questions can reveal a candidates value to a company, an interviewer must avoid certain topics, as they violate the laws of the Equal Employment Opportunity Commission. Such subjects as religion, age, sex and marital 3; family status, physical handicaps, arrest record, and financial affairs are taboo. Todays candidate, generally knowledgeable and sophisticated about these prohibitions, could report an interviewer and the company for disobeying them.

When an interviewer participates in the process with thor- oughly prepared questions, the tone of the interview begins with seriousness and respect. When both parties have prepared adequately for their roles in the interaction, the five steps that follow become more natural and productive.

STAGE 2 : THE FIRST FEW MINUTES: BUILDING RAPPORT

Interviews are usually anxiety-producing for a job applicant. An interviewer will get a better reading of his guests

employment potential by putting the applicant at ease and establishing rapport as soon as possible. This involves using simple social amenities, in the form of small talk.

Rapport-building is an art. It delicately determines how much further an interaction should go, while also setting the stage for the meat of the interview that follows. Small talk is not for the impatient interviewer; it takes time to prep a candidate through this seemingly inconsequential banter. But the rewards pay off with free information divulged by the candidate, revealing the underlying person and the potential to fit into the organization.

The small talk process develops through three steps. It first involves exchanging impersonal pleasantries, such as dis- cussing the weather or traffic. Always avoid such topics as politics, religion, or sex, since these could lead to immediate disagreement and divert the original reason for the interac- tion.

The second step is to pool common interests, such as discussing similar educational backgrounds or allied inter- ests. The interviewer can easily establish this commonality after combing the resume for information.

Finally, the interviewer can open channels for further communication more relevant to the interview. For this last step, appropriate topics may include one of only three: the interviewer, the applicant, or the situation.

Talking about oneself rarely stimulates conversation; an applicant, ill at ease to begin with, will probably be at a loss as to how to respond to the stranger who is ultimately an evaluator. In the same vein, initially discussing the applicant is likely to put the guest on the defensive, a somewhat uncomfortable way to begin. Therefore, the least anxiety- provoking topic for small talk is the interview situation itself, or the position being applied for.

In discussing the situation, the interviewer can once again choose from three possible approaches: voice an opinion, state a fact, or ask a question. The first two possibilities, voicing an opinion or stating a fact, are examples of one-way communication, and require no feedback from the applicant, thereby providing no information for the interviewer. The best way to stimulate conversation is to ask a question. But question-asking must be controlled, as the interviewer consciously selects from either closed-end or open-end formats.

For example, a closed-end format, such as, Did you save your company money? or When did you institute a new system? may be used to rapidly derive main facts. On the other hand, an open-end format, such as, How did you save your company money? or Why did you institute a new system? may explore background details.

Figure 1 diagrams the recommended steps in building rapport.

CARLE: GOOD INTERVIEWING 21

I Threesequentialsteps 1 1 Exchange nonperronal pleasantries.

2. Pool common interests. . 3. Open channels for further communication 1 Three possible topics 1

1 1 Three possible approaches 1

Voice an State opinion a fact question

Two possible formats

question question

Mosr highly recommended ro

enhance rapport

Figure 1. How to Build Rapport

STAGE 3: SET THE STRUCTURE OF THE MEETING

The interviewer, as orchestrator, must let the applicant know the roadmap they will follow. When describing the structure of the interview, the interviewer should use the candidates name: Pat (do you mind if I use your first name?), our meeting this morning will last 45 minutes. It will be divided into two parts. In the first part, I am interested in learning about your work experience, academic credentials, and the personal strengths you can offer our company. In the second part, I would like to hear about your interest in our company and answer any questions you may have. I hope you dont mind that I will be taking notes on relevant details for my own records.

STAGE 4: INFORMATION-GATHERING

Now that the interviewer has targeted specific questions in the first step, preparation, it is time to develop specific strategies to gather additional information.

Too many interviewers talk more than they listen, and then come away with too little information on which to base a fair decision. The interviewer may use any or all of the methods of questioning described above, provided the focus remains on the candidate and not on the interviewer. The interviewer needs to ensure the applicants full involvement in the process. Involving the applicant requires effective use of the 80/20 rule, talking only 20 percent of the time, and listening 80 percent. Applying this rule, any or all of four strategies for active listening may be incorporated:

The mm-hm response: This response regulates the give- and-take of conversation as the interviewer signals that the applicant still has the floor. This response may be nonverbal (head nodding) or verbal (Mm-hm, I see; Thats interesting; Really?). Research has shown that the

interviewers who ask questions 5 or 6 seconds in length usually get responses in the 30- to 40-second range. But those who use the mm-hm response increase candidates replies to 50 or 60 seconds. The mm-hm response not only encourages increased candidate reaction; it also gives the interviewer additional time to consider the candidates response and decide how much probing may be needed before going on to the next question.

Restatement of the content: The interviewer repeats or summarizes information expressed verbally by the respon- dent. This restatement confirms the interviewers under- standing of what the speaker has said, while also inviting the applicant to clarify misperceived data.

Reflection of feelings: The interviewer verbalizes the perception of the emotions expressed by the applicant: It seems, Pat, that when you speak about your last position, you become upset. Or, You appear to have enjoyed your last engineering position. This active listening strategy invites the candidate to explain and/or clarify the percep- tions of the interviewer.

Use of silence: It is up to the interviewer not to fill each moment of silence with idle chatter. The respondent needs time to process the interviewers question and to organize thoughts in order to frame an answer. Even after the candidate has responded to the interviewers last question, the interviewer could allow 5 seconds or so to digest the content.

STAGE 5: SELL THE POSITION, SELL THE COMPANY

Once a candidate has demonstrated potential as a future employee, the interviewer will want to promote the organiza- tion to entice the applicant to work there. One of the candidates outstanding qualities is probably the obvious efforts made before the interview to discover the companys strong points. The interviewer assumes the role of gracious host and asks the candidate to solicit further questions about the company that had not been answered during the earlier part of the meeting. The interviewer reviews the advantages the company can offer and invites the candidate to tour the operation and to meet and talk with those people who may be future colleagues. The interviewer also provides a packet of materials about the company for the candidate. Because the interviewer has actively listened for the candi- dates needs and motives, the selling process can focus on what is important to the applicant.

STAGE 6: THE CLOSE

This last stage must end on a note of good will. If the candidate is not right for the job, it is still appropriate to finish the interview on a positive note. Interviewers should think of their role as part of customer relations; a candidate who is treated equitably may even send another applicant

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more suited for the position. Or, at least, the candidate will not speak ill of the organization or the interviewer. The interviewer may be in a similar position of job-seeking somewhere down the road, and may need to draw from a good reputation.

Conversing is a skill that can be developed and sharpened. Most importantly, it is a skill that cuts across all aspects of an interviewers life and will generate rewards beyond just the interview.

As the candidate prepares to leave, the interviewer should map out the next steps that will be taken in the process and indicate how soon the candidate will be contacted. For example, Youve given me a good review of your back- ground and experience. Ive enjoyed conversing with you. You can expect to be contacted within 10 days. The next step in our interview procedure is to have you meet with the vice president. Thank you for meeting with me today and expressing an interest in our company. I look forward to meeting with you again.

The interviewing process is nothing more than a formalized conversation. Its aim is to get at crucial information as quickly as possible to determine a candidates employment potential. An interviewer better equipped at probing for important data will become a more adept communicator.

FURTHER READING

Gifford, R . , Ng, C. F., and Wilkinson, M., Nonverbal Cues in the Employment Interview: Links Between Applicant Qualities and Interviewer Judgments, Journal of Applied Psychology 70 (1985), pp. 729-36.

Half, R., Robert Half on Hiring, New York: New American Library, 1985.

Molyneaux, D., and Lane, V. W., Effective Interviewing: Techniques and Analysis, Boston: Allyn & Bacon, Inc., 1982.

Schmitt, N., Social and Situational Determinants of Inter- view Decisions: Implications for the Employment Inter- view, Personnel Psychology 29 (1976), pp. 79-101.

Yate, M. J . , Knock em Dead with Great Answers to Tough Questions, Boston: Bob Adams, Inc., 1985.

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