The technical communications profession involves a unique mix of technical and communication skills, which is not easy to find. Most managers have had
experience of interviewing and subsequently hiring a candidate who later turns out not to be right person for job. This situation begs question of how to identify which candidate is a good fit for a given position. The answer is that there are five key activities that make difference between a successful hiring decision and a not-so-successful one. We have all been on both sides of interview, and this article will attempt to make you, interviewer, more successful. This article covers five key activities, including:1. Writing a detailed job description 2. Making sure setting/environment is conducive 3. Conducting a programmed interview 4. Using multiple interviewers 5. Considering testing WRITING A DETAILED JOB DESCRIPTION
Probably biggest mistake managers make is to be under-prepared, from moment they write job description. Because job description encapsulates requirements for a given position, you must first have a good grasp of what position entails, from personality traits to knowledge to skills and experience. You may include any of following qualifications in a job description:
* Years of experience (for example, three years of technical editing in a DoD environment) * Degrees, certifications (for example, B.A. in English or Journalism) * Physical qualifications (for example, a Web-design position might require color vision) * Personality traits (for example, excellent communication skills or attention to detail) * Specialized skills or knowledge (for example, ability to write JavaScript)
Ultimately, job description is inspiration for any subsequent interview, so defining position in detail up front will make finding right person for job much easier. Plus, it will help candidate understand whether job is right for him or her. MAKING SURE THE SETTING/ENVIRONMENT IS CONDUCIVE
The setting in which an interview takes place is important and can make difference between a good interview experience and a bad one. The candidate deserves your full attention and you will be better able to make a decision if you are fully engaged without distractions. Make sure that, at a minimum, your setting entails following:
* Quiet: Set your phone to "Make Busy" and do not take phone calls or allow interruptions. Make sure you are in a quiet place (for example, an office with a closed door or a conference room). If you are sitting behind your desk, move away from your PC and turn its volume to mute.
* Comfort: Show candidate where restrooms are and offer coffee or water if appropriate. If you have a drink, make sure you offer one to your candidate. Offer to take candidate's coat or identify a coat hook/rack.
* Time: Adhere to your schedule. If you are interviewing more than one candidate and/or have other meetings scheduled around interview, make sure one appointment does not overlap next. Neither of you should be forced to rush through interview.
* Information: Give your business card to candidate, so he or she does not have to struggle for your name and will have your name/address handy when writing a thank-you note.
* Invitation: Invite candidate to sit down. Where person sits will tell you a great deal, and this will make person feel more comfortable.
The environment can make difference between a good interview and a bad one. I once interviewed in an office that was once a closet. The four interviewers sat on edge of desk, while I sat considerably below them in a chair. It was intimidating to say least and it taught me a lot about candidate comfort. CONDUCTING A PROGRAMMED INTERVIEW
A programmed interview involves defining questions up front, along with acceptable answers, which will tell you whether a candidate possesses each of qualifications for a given job. One important caveat: consult with your personnel department or manager and make sure you understand EEOC guidelines as well as kinds of questions you can and cannot legally ask. To conduct a programmed interview:
* Develop a list of standard questions you will ask all candidates.
* Make sure your questions are open-ended, but limited in scope. (For example, "tell me about a time you had conflicting comments in a document review and how you resolved it" or "tell me about a time you had a tight deadline and you were asked to increase scope of a document.")
