Labor Solutions: March 2001, The Interview Process: Hire Slow, Fire Quick

FIRST IMPRESSIONS MATTER. The interview process starts long before the actual interview takes place, Hoopes explained. "The first mistake contractors make when interviewing job applicants is that they aren’t consistent in terms of how they advertise jobs and how they present jobs or their companies," he explained. "People show up for an interview because they’ve heard good things about your company or read an ad that offered an exciting description, but then they get to the office and there’s a pile of cigarette butts by the door."

Such a negative impression gives the interview process a black eye and may even convince the applicant to leave before interviewing for the job. Cleaning up the office is a good first step toward making an employee-friendly impression on job applicants.

When a potential hire does walk through the door for an interview, Hoopes said the first person he or she meets upon entering the office plays a critical role.

"The interviewer should let the receptionist know that a job candidate is coming into the office, and provide the person’s name and interview time," Hoopes recommended. "Now, when this nervous person shows up, they are greeted with a smile by someone who says, ‘Oh, you must be Bob.’"

Such a greeting can make job applicants more comfortable and hopeful about the job.

Hoopes said all potential hires should fill out applications before interviews, and he also has each applicant spend 10 minutes taking a brief quiz that highlights necessary job skills. "We want our employees to have written communication with clients, so I ask each applicant some written questions, such as how to calculate the square footage of a yard, to evaluate their skills," he said.

This quiz and the applicant’s resume should be scrutinized when evaluating the candidate’s qualifications. "Look for gaps in time or inconsistencies in the resume," he recommended. "If the applicant graduated from school in 1997 and lists a job that started in 1999, ask them what they did in 1998."

In addition to probing resume information, Hoopes recommended asking questions focused on the applicant’s past experience because "experience is the best indicator of future performance." Avoid questions that can be answered with a yes or a no, he noted, and try to use the interview to figure out how valuable the applicant could be to your organization for the short term and how much long-term potential he or she has.

Hoopes said he spends about 30 minutes with good applicants and less with interviewees who he won’t hire. "The first two minutes of the interview should be spent explaining the position you’re hiring for because you should never assume they know this," he pointed out. "Then spend about 10 minutes asking questions about the applicant’s background, looking for a place he or she fits in your company.

"If they’re not a good fit, end the interview right there instead of wasting any more time," he continued. "If you think this is a good fit, spend another 10 minutes answering questions they have about the job or the company."

Asking the last question and escorting the applicant out of the office doesn’t necessarily end the interview, however. Hoopes recommended companies develop an interview evaluation form to complete immediately after each interview. "Use these sheets to record the salient facts of the applicant," he explained. "If you like someone but they don’t take the job, call them back four weeks later and see if they’re happy with their decision."