Carefully re-read the candidate’s resume just before the interview. Make marginal notes where further amplification is indicated. Candidates may feel slighted should they suspect that you are reading the resume for the first time during the interview.
The poorest interviewers are those who spend too much time talking and not enough time listening. At least 50%, ideally 75%, of the interview should be set aside for the candidate to answer your questions.
Too many “yes” or “no” answers may mean that the interviewer isn’t phrasing questions correctly. Starting your questions with words like “Why”, “Would”, “What” or “How” will usually get the candidate to open up to the interviewer. Asking a question that starts with “How” is particularly effective, as it requires the candidate to be expansive on a specific subject. In addition, consider asking the candidate to respond to hypothetical situations that could develop in this position.
Making the candidate comfortable is very important. If the candidate is not relaxed, every reaction may be distorted. Consider sharing something about your personal background. This puts the candidate at ease and facilitates the transition into his/her self-disclosure. In addition, you may want to use information from the resume to identify areas of mutual interest. For example, “I noticed you are a runner. How often do you....”
Try to combine a face-to-face interview with a tour of your facilities or a visit to a job site; it gives you and the candidate a chance to talk in different settings and provides an opportunity to get their “on the floor” reactions.
Divide the personal interview into three parts: first, put the candidate at ease, i.e., make friends; second, evaluate by asking questions and responding to issues raised by the candidate; finally, if appropriate, sell.
The best interviews take place with the fewest possible inhibitions and power symbols. For example:
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Interview Guidelines