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New York Medical College. Interview Guide for Managers. It is important for a good interviewer to be prepared for the interview. Remember it is important to take notes during the interview. It is easier to remember information the candidate
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New York Medical College Interview Guide for Managers
It is important for a good interviewer to be prepared for the interview. Remember it is important to take notes during the interview. It is easier to remember information the candidate provided when you have your notes to refer to after the candidate has left. Also, it will be easier to complete the “Applicant Appraisal Form” when it is done shortly after following the interview. Arrange for an appropriate interview site, which is comfortable, private and will eliminate interruption. Review job descriptions and requirements prior to the meeting. Develop interview questions which are related to the job and consistent for each candidate. Allow a sufficient amount of time for each interview.
Recommended Procedures When conducting your interview the following procedures/steps are recommended. Make the applicant feel welcome. Market the Organization and the Position. Obtain relevant business-related information. Solicit and answer applicant questions. End the Interview.
Make the Applicant Feel Welcomed Greet the Applicant with a pleasant smile, if culturally appropriate, a firm handshake and thank them for meeting with you today. Establish a rapport with the applicant and engage in a small conversation. For example; ask about the weather, or their commute to the college. Avoid making the conversation personal. This will help make the person feel comfortable and get the ball rolling. The interviewer should give an overview of the college and information about the department. After you established a rapport with the applicant, explain the purpose of the interview, current job vacancy or future consideration.
Obtain Relevant Information • To reconfirm; It is important to have the candidates resume and the job description in front of you during the interview. Take notes on every interview including internal applicants. It is more difficult to go back and recollect the applicant’s answer after the interview is over. • Be a good listener, the applicant should do about 80% of the speaking and the interviewer about 20%. • Probe for additional information when appropriate. Utilize follow-up questions during the open dialogue.
Obtain Relevant Information (Continued) Prepare job related questions in advance. Ask questions in four categories; fact-finding, creative thinking, problem-solving and behavioral questions. Fact finding questions seek to identify the candidates experience, skills and credentials. Creative questions allow you to understand the candidate’s professional knowledge as it relates to the College. Problem solving questions ask the candidate to solve problems in prior situations. Behavioral questions allow you to find how a candidate will react in certain situations.
Discuss the Position and Respond to Applicant’s Questions Provide full information about the duties and responsibilities of the position, including possible overtime and travel requirements. Make sure the applicant has a clear understanding of what the position entails. Encourage the applicant to ask any questions they may have regarding the position or the College.
End the Interview Express your appreciation for the applicant’s time, “Thank you for interviewing with me today.” Inform him/her what the next steps will be. “We’re seeing several other people over the next few weeks. After we’ve had a chance to interview all the potential candidates, Human Resources will follow-up with you to determine appropriate next steps. Always be courteous, even with candidates that you do not want to hire. You want to leave a positive impression with every candidate you meet. It is important that all the information obtained on each candidate is kept confidential. Only share information with those who are part of the hiring decision.
After the Interview • Shortly after the interview, review your notes and write a summary. • Write the summary of the interview on the Applicant Appraisal Form, (Form HR-9) attached and on the Human Resource website under forms. • Complete Affirmative Action Summary, (Form HR-8). • Determine whether you would recommend the candidate for the position. • Contact Human Resources to present offer, contingent upon positive background and reference checks. • Return Applicant Appraisal Form (HR-9) and Affirmative Action Form (HR-8). • If the applicant accepts, Human Resources will send a formal offer letter to the applicant for them to sign and return back to Human Resources. (A copy will be forwarded to the hiring department.)
Selecting the Interview Questions • Not all questions will be appropriate to every situation. • Choose appropriate questions that fit the situation. • When creating questions for an interview, consider whether they are job related: • If no, do not ask the question. • If yes, consider whether it is legal. • If unsure, seek advice. • If yes, determine how to legally ask the question. • If no, do not ask the question. • When interviewing multiple candidates for a position select the same criteria for evaluating each candidate.
Sample - Fact Finding Questions • Tell me what you know about the current position we are hiring for. • What do you think it takes to make you successful in a job of this nature? • What qualifications do you have that make you think you will be successful in this position? • What specific work assignments have you had in the past that would help you in this job? • In what ways do you think you can make a contribution to this department? • Why are you applying for this position? • Why are you seeking a position a NYMC? • What do you like best about your present job? Why? • What do you like least about your present job? Why? • Describe the kind of environment you work best in?
Sample - Creative Thinking Questions • Give me an example of when you had to meet two different deadlines given to you by two different people and you could not do both? What did you do? • What type of approach to solving work problems seems to work best for you? Give me an example of when you solved a tough problem. • When taking on a new task, do you like to have a great deal of direction and feedback at the outset, or do you like to try your own approach? • Tell me about a time you came up with an innovative solution at work.
Sample - Problem Solving Questions • This project is behind schedule, how would you motivate the team to accelerate the work? • How did you handle your most challenging experience in your previous job? • Give an example of an effective solution you presented to solve problems. • Describe a situation when you came up with an innovative solution to solve a problem.
Sample - Behavioral Questions • How do you handle irate people who telephone you? • What kind of work situations frustrate you? What have you done when that occurred? • What are the most challenging parts of your present job? How do you handle them? • If someone (describe a typical conflict situation in your department), what would you do? • If (describe a typical job-related problem of the position), how would you handle it? At what point would you involve me, your supervisor?
Check List for Interviewing • Review updated Job Description. • Arrange for an Appropriate Site to Interview Candidate. • Review Applicant’s Resume. • Develop Interview Questions. • After the Interview, Write a Summary. • Complete Applicant Appraisal Form, (Form HR-9). • Complete Affirmative Action Summary, (Form HR-8). • Make a Decision Regarding the Candidate. • Contact Human Resources to Present Offer. • Return Applicant Appraisal Forms and Affirmative Action Forms to H.R. • Complete Personnel Action Form on the New Employee and forward to Human Resources.
