Volumes are written about the right way to interview an employment candidate, but so few of us take the time to read and learn some very basic principals that, when applied, can result in finding the right employee. Furthermore, we need to be very careful about the kinds of questions asked. The best and least harmless of intentions can result in a lawsuit if the content of a question is not directly related to the nature of the job in question.

Preparing for an interview should be taken very seriously. It sets the tone for providing you a series of questions that allow identifying the right job candidate. Review the candidate's resume. Additionally, have the candidate fill out an employment application form days prior to the interview. Don't wait until the last moment for the candidate to fill in the form, and then conduct the interview.

When reviewing the resume and application look for the following:

• Consistency of information between the resume and employment application.
• Content, authenticity and consistency of supporting documents compared to the resume and application.
• Any questions not answered on the application form.
• Comparison of education and work experience as related to the job sought.

Where communication skills are imperative, consider the spelling, grammar, punctuation and word selection on the resume and application.

When conducting the interview it should occur in an environment conducive to maximizing the candidate's quality of responses, assures privacy and eliminates all possible distractions. Conduct the interview in an office away from telephone calls, customers, other employees and any other sights and sounds that create distractions. You may or may not want to begin the interview with a casual statement or question that sets the applicant at ease, but don't start out with long-winded discussions about last night's football game. This is a serious business matter for both of you, and you need to get down to "business". An alternative to starting the interview may be a brief tour of the company's facilities. It can create opportunity to see how the applicant interacts with others, any knowledge he or she may possess about the nature of your business and more.

Content of questions and how they are posed heavily influence you ability to learn about the candidate. The technique to apply is choosing between a close-ended and open-ended question. A close-ended question requires a specific reply to a specific inquiry. For example, "how many years did you work for that company?" This type of question is intended to secure specific information, including what a person did in previous employment, why they left previous employment, education, supervisory experience and more.

An open-ended question allows the applicant to choose the content of the response. A good example is, "tell me why you applied for this job." The general intent is to learn more about the candidate beyond the written documentation:

• Communication skills.
• Organization of thought.
• Level of enthusiasm for the job and company.
• Assertiveness
• The applicant's sincerity about working for you.
• General attitude of a positive or negative outlook.

There are many other things you want to learn about the candidate that are more likely to be addressed with close-ended questions. They include:

• Conditions under which he/she left the previous jobs.
• Compensation and benefits sought.
• Why the candidate wants to work for your company.
• Short-term and long-term goals of the candidate; is the candidate looking for long-term employment?
• Team player or independent; some jobs require the ability to be independent and self-disciplined while others require working cooperatively in a group environment.
• Competitiveness and self-assertiveness.

In the process of conducting an interview it is so easy to mistakenly ask a question that, by law, is illegal. Unless it can be legally ascertained legitimate relating directly to performing the job tasks you cannot ask questions related to the following:

• Where a person lives.
• Religious background; you can only inform the person of the days and hours of operation for which the job position is employed.
• Age.
• Whether or not a person has been arrested; you can ask if a person has been convicted of a specific type of offense if directly job related, like the case of embezzlement for an accounting position.
• Gender; certain questions, unless asked of both genders, are discriminatory.
• Ages of children; there appears to be no exception to this issue.
• Medical history; there are exceptions; as in all other cases, you must show the clear relationship to the job requirements.
• Worker's compensation history; not prior to an offer for employment.
• Drug addiction; it is covered under the American's with Disabilities Act (ADA).
• Personal habits.
• Political opinions.

There are job-related exceptions to most items listed above. But you must exercise extreme caution. The U.S. Equal Employment Opportunity Commission (EEOC) Web site offers substantial information on this issue for small businesses. In addition to the EEOC, there do exist state and local laws on this subject. You are advised to contact your state and local governments to learn of their existence, and attend any workshops that will enhance your knowledge on this extremely important topic.

Good interviewing skills are not hard to learn, and they can immediately result in distinguishing between good and bad job applicants, but take time to learn your legal limits.

© 2000, Carroll Stephen Windhaus