Choosing Questions to Ask
The Interview
-- Establishing Goodwill
-- Suggested Questions to Ask
-- Topics to Avoid
-- Inquiry and Listening Tools
-- Checking References

 

The first crucial step in the interviewing process is to review the job description for the position. You develop your list of questions based on the skills, education, and experience requirements of the position. Here are some tips:

• Create several questions which related to a specific skill. Include questions which will introduce levels of competence in that specific area.
• Make sure that the questions are focused on the important competencies required for that position.
• Have a clear idea of correct responses. If you are not familiar with the area, do not ask the questions. Leave others who are technically competent to ask the questions and measure the response.
• Ask general questions which could not be answered without knowledge of your specific industry.
• Be prepared for and anticipate second and third party questions based on the candidate's responses.

ESTABLISHING GOODWILL

It is important to give the interviewee a realistic and positive impression of the position, department, and University. Remember, you are looking for the person that is the best fit and the applicant is looking for the same. Misleading the applicant will not benefit anyone. In an effort to establish goodwill:

Do	Don't
Tell prospective employees that the University (department)is a good place to work, that it is a progressive employer and that it is concerned about the welfare of its employees.	Give assurances of a job, job security or continued employment. Never use phrases such as, "as long as you do a good job," or "until you're ready to retire."
Tell prospective employees that the past and present history of the University (department) has been the fair treatment of its employees.	Try to induce individuals away from other employment with assurances and promises, such as "you'll have a permanent job here."
Tell prospective employees what procedures supervisors usually follow for informing them of unsatisfactory/satisfactory performance of the job.	Promise or imply that employment will not be terminated.
Tell the prospective employee who in management has the authority to review any employment decisions.	Provide any additional assurance of job security as described above, on promotion or transfer to other jobs within the University.

 

SUGGESTED QUESTIONS TO ASK

Always ask open-ended questions so that you will be able to gather more information. Open-ended questions begin with words like: How, What, Why, Describe, Tell me, Explain, and When. Here are some examples of questions you might want to ask:

• Tell me about yourself.
• What are your five most significant accomplishments?
• What three adjectives best describe you?
• Why should we hire you?
• What specialized skills or talents do you offer?
• Why are you leaving your current job?
• What did you like most/least about your last job?
• What is your favorite job to date and why?
• Do you prefer to work on a team or on your own?
• What kind of management style do you prefer?
• What kind of manager are you?
• What new skills/experiences do you want from your next job?
• Describe some of the most significant responsibilities you have managed in a work environment.
• Name some performance achievements of which you are proud.
• Describe a situation in which your work was criticized and how you handled it.
• Give me an example of a time when you were:

  --especially hard working.
  --not motivated to work hard.
  --proud of your ability to cope.
  --disappointed with your coping skills.
  --especially adaptable.
  --especially stubborn.
  --motivated by a "good" boss.
  --de motivated by a "bad" boss.
  --especially creative.
  --not able to use your creative skills.
  --able to accept change.
  --resistant to change.
  --motivated to take charge and be a leader.
  --motivated to sit back and be a follower.

   

TOPICS to AVOID

• arrest records
• gender and marital status
• length of residence
• place of birth
• religion
• weight
• age
• prior illnesses/hospitalizations
• disabilities
• lawsuits or legal complaints
• workers' compensation claims

In short, if it isn't related to the job... DON'T ASK!!!!

Inquiry and Listening Tools

1. Follow the 70/30 rule. This means that the interviewer should listen 70% of the time during the interview and only talk 30% of the time.
2. Use echoes. Paraphrase the interviewee's answers to show that you are listening and understand. This gives them the chance to better explain if they need to do so.
3. Be conversational! An interview should not be like an interrogation!

Checking References

Anytime you are considering someone for employment, it is wise to check their references. This is one way to get good, solid, information about the applicant. Some tips for collecting reference information are:

• During the interview, tell the applicant that you will be checking references. Gather names of several job-related references not listed on the candidate's own reference list.
• Ask applicants to name individuals who should not be contacted for references and get them to explain why.
• Ask applicants to provide copies of past performance reviews.
• Conduct reference checking as the last step in the hiring process.
• Check more than one reference.
• Ask open-ended questions about employment history, job performance, and potential problems.
• Evaluate negative references fairly. A negative response from one individual doesn't necessarily mean the candidate is unqualified or difficult to work with.

 

When in doubt, please contact the Employment Office for help and guidance.