By Charu Bahri

 Start well

Set the criteria: You can choose the best candidate only if you are clear about what you're looking for. So, before you start the hiring process, you should have clarity about the skills, knowledge, and personal qualities that would help the new recruit succeed at work. "This could involve a brainstorming session with the concerned business head, since they'll know what technical skills and knowledge are needed," says Zafrullah Khan, senior vice president, HR Glenmark Generics.

"ISO certified companies have to adhere to prescribed recruitment procedures, which set the criteria for the interviewing process," adds Singh. For instance, detailed job descriptions must be prepared and translated into factors the candidate will be interviewed (or tested) for.

Formulate appropriate questions: Next, frame questions that help evaluate the candidate for the set criteria. "An interview process is designed to probe a candidate's skills and knowledge, and to understand whether they fit the organisation's culture," shares Pravin Subba, head, HR, Greenply Industries.

Questions asked during an interview may be knowledge-based, situational, behavioural, or stress-inducing queries. These categories should depend on the position for which you are hiring. For example, test skills and knowledge of the candidate, if you're hiring for entry-level positions. On the other hand, candidates for senior posts, should be questioned more on behavioural aspects, since past behaviour sets a precedent for future ones. Prepare candidates: Start the process with a few minutes of warm up— exchange pleasantries and explain how the interview process is going to work, with the idea of establishing a rapport with the interviewee. "Then, gradually ease into the question mode. First discuss the candidate's positive experiences, and only get down to clarifying inconsistencies in the CV after that," suggests Singh.

Some organisations also emphasise treating potential employees like important guests from the moment they step into the premises. "We go so far as to ensure the waiting time before the interview starts is just right—long enough to help them feel comfortable in the environment, but not so long that they feel a lack of professionalism on our part," adds Subba.

 Dig deeper

Draw up hiring schedules: "When candidates are interviewed, we insist on the presence of a functional expert, an HR person, and the immediate supervisor. That's the only way the management buys in the support of the department the new incumbent is intended for," says Bhullar.

Hence, your hiring plan should outline the proposed dates of issuing advertisements for new staff and subsequent interview dates. This plan should be circulated to the heads of departments you're hiring for well in advance so that they can block the proposed dates in their calendar.

Being well prepared is also the best way to avoid the sorry scenario of losing a good candidate to a competitor, who simply moved faster. In addition, it sends out the right message to prospective recruits—it reflects a result-oriented corporate culture.

Is temping an option: Put together, salaries, allowances, and incentives account for the biggest chunk of fixed overheads in most organisations. That's why it helps to consider the pro and cons of taking onboard new permanent staff.

Sometimes, you may only need specific skills for a one-off project. Alternatively, you may be experiencing a positive response to new products and services, but be uncertain about sustaining the increased tempo. In such instances, it helps to consider hiring temporary personnel, or contractual staff to tide over the busy period.

Understand body language: "Body language is an important tool in the hands of an interviewer. The candidate's body language says a lot about him. Also, the interviewer can use gestures to help the interviewee feel more relaxed," opines Ritul Pathak, manager, HR and administration, Pioneer India Electronics.

So, what should you be looking out for? "Signs of nervousness," says Pathak. If the candidate only maintains eye contact with one of the interviewing panelists, usually the one he is replying to, he's nervous. Or, he might be sitting on the edge of the seat. "If you sense that the candidate is uneasy, ask him some personal questions about his family and education to make him comfortable. Then proceed further," suggests Pathak.

Use confidence-boosting gestures like smiling, leaning forward, and nodding in agreement with the candidate. Middle and senior-level candidates, however, are expected to show some assertiveness, carry themselves confidently and proffer definite answers.

Cross-question: "An interview aims to judge how well the interviewee is selling himself," says Subba. That's why the interviewer should focus on guiding the conversation forward and giving the candidate ample opportunity to talk. Cross-questioning keeps the conversation flowing. "It's like passing the ball back in the interviewee's court again and again, to verify his statements by making him share more details," adds Subba.

According to him, "It may be difficult to validate cited figures, but the process adopted to achieve those targets can be understood. This allows you to understand the interviewee's approach to providing solutions, or bringing in fresh perspectives in the system."

For instance, a candidate for a sales supervisory position might say, "My team did 'x' amount of business." Subba suggests asking what distribution model was used, who the CnF agents were, how many people he managed, and what the attrition rate of sales representatives was. The way a candidate handles counterquestions helps determine if he's fudging responses, or really knows his job well enough to have delivered as he claims.

Use assessment sheets: When you're interviewing a stream of candidates, it helps to take notes describing the performance of each, so that their responses don't get mixed up. Some firms even tell interviewers clearly what to record to rule out any subjective bias.

"We use assessment sheets to show what competencies to mark the candidates on—and help rule out irrelevant personal prejudices," says Subba.

"Assessment sheets should differentiate between critical and non-critical factors," suggests Khan. For instance, the critical criterion for a typist's position may be 'ability to type at least 50 words per minute', but for a senior manager, it may be 'has successfully led a team of not less than 40 people'.

 Wrap up

Give the candidate an opportunity to ask you questions after you have asked yours. "That way, the main process is not sidetracked and you rule out the possibility of the candidate taking control of the process," opines Singh.

Also, let the candidate know if you're planning to supplement the evaluation process with a test. Written knowledge-based tests are commonly used for entry-level recruits, or for positions where knowledge is essential, such as jobs in research and development. "We also use psychometric test for middle- and senior-level candidates. Such tests help determine the personality traits and also the ability of the recruit to handle stress—a vital quality in leaders," says Khan. Reference checks are the last step in the process, since they help reconfirm that answers haven't been fudged. "We consult referees supplied by the candidate as well as one industry source (not from the candidate's current place of work) to check on his background," adds Khan. Follow this, and you can be almost sure of not making a bad hire.

	EMAIL THIS ARTICLE	PRINT THIS PAGE