Job applicants misrepresent their true status, background and experience. This is true for both upper and lower entry employees. One survey reported by Inc. magazine indicates the following about job applicants:

 
  • 15% of all job applicants falsify academic qualifications.
  • 10% falsely upgrade their academic qualifications.
  • 35% claim specific achievements or experiences that are untrue.
  • 70% indulge in puffery (upgrading the importance of achievements).
  • 12% have some kind of criminal record, including serious automobile convictions.

These statistics define the need of a sound recruitment process. The beginning of a powerful employer-employee relationship begins with the hiring process. The value of placing your efforts and resources into the hiring process cannot be overstated.

   
 
 
   
 
  • Make notes of the questions you intend to ask.
  • Decide the essential things you need to learn and prepare questions to probe them.
  • Plan the environment - privacy, no interruptions, ensure the interviewee is looked after while they wait.
  • Put the interviewee at ease - it's stressful for them, so do not make it any worse.
  • Begin by explaining clearly and concisely the general details of the organization and the role.
  • Ask open-ended questions
  • Make sure the interviewee does 90% of the talking.
  • High pressure rarely exposes hidden issues - calm, relaxed, gentle, clever questions do.
  • Probe the CV/resume/application form to clarify any unclear points.
  • If possible, and particular for any position above first-line, use some form of psychometric test, or graphology, and have the results available for the interview, so you can discuss them with the interviewee.
   
 
 
   
 
Employers can avoid most hiring mistakes by simply spending a little more time preparing for the interview in advance. To do a wonderful job of preparing for interviewing and present one's company professionally the following points must be considered:
   
 
 
  1. Determine your options - Which skills are vital as opposed to convenient.
  2. If other people are going to be involved in the interview process, make sure they have taken the time to prepare for the interview. Each person should have a couple of overlap questions to provide insight on the prospective employee's responses.
  3. Have company information available for candidates.
  4. Allow plenty of time for the interview.
  5. Have detailed information about the candidate.
 
 
  1. Interview the person, not the skill set.
    Ask questions that are, broad, open-ended, job-related, objective, meaningful, direct, clear, understood & related.
  2. Be open and honest with the candidate.
  3. Tell the candidate what to expect in the hiring process.
  4. Tell them your expectations: career advancement, training, duties, experience expected, the direction the department is headed in.
  5. Show the candidate where they would fit into the organization.
  6. Don't talk money.
 
 
  1. Insure that you and the candidate have concluded on common ground.
  2. Ask if she/he has any other questions.
  3. At the end of the interview, if you are interested in the candidate, let them know.
  4. Review the next steps with a clear and honest timetable (and stick to it).
  5. Be friendly and honest to the end of the interview; don't give false encouragement or go into details for rejection.
 
 
  1. Take time to update the next person in the interview process.
  2. Discuss the candidate’s reaction and interest.
  3. Rate the applicant on a 1-5 scale as a potential employee.
   
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