How to Land a Top-Paying Auto damage appraisers Job: Your Complete Guide to Opportunities, Resumes and Cover Letters, Interviews, Salaries, Promotions, What to Expect From Recruiters and More by Pate Juan Juan Pate

Author:Pate Juan, Juan Pate
Language: eng
Format: epub
Published: 2018-07-11T16:00:00+00:00

Step 4

Conducting the Interview

Have an interview panel of at least two managers/supervisors; some managers may also wish to include a non-management employee with special knowledge of the position duties as part of a panel.

If you choose to include a non-management employee on your interview panel, be sure to discuss interviewing procedures and confidentiality

of candidate information with the employee prior to the interviews. It is encouraged that all interview panels be as diverse as possible.

Before the interview starts, establish the criteria used for scoring and then meet with the interview panel to discuss the process and review the questions and criteria used for scoring.

Welcome the candidate and establish rapport by introducing them to the members of the interview panel. Ask easy questions such as "Did you have any difficulty finding the office?" or "Would you like a glass of water before we begin?" Give a brief explanation of the organization or section and show the organization chart so they understand how this position fits within the organization. If you have handed the position description and organization chart out while they waited for the interview to start, ask if they have any questions about the position or organization.

Explaining the interview process can also help ease a candidate's nervousness and also gives them information about the process, including, approximate length of the interview, the interview will be a

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series of prepared questions asked by the interview panel designed to get to know the candidate, and the panel will be taking notes during the interview.

Transition into the main purpose of the interview by saying, "Let's get a bit more focused and start asking the interview questions." Even though the interview process is accomplished through a panel, one person should

act as "facilitator" and make sure the interview stays focused. Some candidates tend to wander, give "canned" speeches, or simply try to deliver a monologue. In such cases, you need to diplomatically interrupt and redirect the candidate to the question at hand. You might simply say, "I think we've gotten a little off target here. Let me restate my question."

To clarify a response or to get a candidate to give specific examples you can ask, "Please give me a specific example about when you..." Because behavior-based questions require specific examples to answer them successfully, sometimes a candidate will need to think for a few seconds to come up with an appropriate example. You may have to

wait 30, 60, or even 90 seconds for the candidate to start answering the question. Resist the temptation to talk during this silence! It takes time

to recall specific behavioral examples that clearly answer your questions and you want the candidate to do their best during the interview. An option available to the hiring manager is to hand out the list of questions to the candidates a few minutes before the interview starts, so the candidate

can start thinking of specific examples ahead of time and organizing their thoughts.

If an answer does not give you the information you need to rate the candidate's answer, use open-ended probes such as:

"Could you review your role in.

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