THE INTERVIEW PROCESS: EMPLOYER AND EMPLOYEE PERSPECTIVES Introduction The conduction of interviews is one of the most important

parts of any organization. This is because it is through the interviews that the necessary human resources are procured. It is through interviews that the identification and subsequent hiring of candidates that can perform well and also be loyal to the employer is done. An interviewer seeks to gather sufficient information from a candidate with the focus on getting the best one from the labor market. A candidate is assessed on the basis of his/her technical abilities, personal preferences and his/her behavior patterns. Interviews are of three kinds: the structured type, the unstructured type and the stress interview. The structured type consists of pre-prepared questions to be asked of the interviewee. The unstructured type consists of random questions that are unplanned, and are asked by the panel as they come up with them there and then. The stress interview aims at assessing the candidates ability to withstand stress and stressful situations through aggressive questioning. In an interview process, both the employer and the employee use strategies to accomplish their objectives, i.e. for the employer-hiring the best, and for the employee, being hired with the best terms possible. In the next few pages, we shall examine the relevant viewpoints form the perspectives of this two groups. The employers perspective The employers main aim is to get the best at the cheapest price. This is often a tough decision because the interviewers make decisions based mainly on the interviewers responses during the

interview process. The employer should do his/her homework thoroughly, ask tough and challenging questions, know the reasons as to why they are doing the hiring. This will guide them in making an informed hiring decision. In the formulation of interview questions, they should make sure that the questions will be able to help in the revelation of the necessary skills that the organization considers most critical to its success. A concrete list of assessment criteria should be available. During the interview, all like candidates should be evaluated based on the same criteria. The kind of questions asked should also be relevant to what the employer seeks. The employer should seek to sift out poor interviewees through listening and watching them carefully during the interview process. They should also be able to show a willingness to follow up with good candidates who do not get the job. The y should also keep the timing between the interview and the job offer short. Any new hire should be treated with the utmost respect. From the employees responses, the interviewer s can be able to make the following deductions: Is the employee a fast learner, a good problem solver, is he/she versatile, will he/she fit in the work environment, will he/she add value to the organization? This is garnered through the asking of various questions, including asking the employer of what/how they would act if subjected to certain situations, or if confronted by different problems. The employees capabilities are also checked. This is mainly from the set of skills set out in the curriculum vitae, and also in the assessment of soft skills. Ones level of responsibility is also checked, because this will greatly determine how much supervision the prospective employee will require. The employers performance level is also checked, with him/her being asked to demonstrate their capabilities through giving examples of previous achievements in particular areas.

Ones compatibility with colleagues and with the corporate culture is also tested. The interviewer asks questions in the attempt to probe if one is a team worker or a solitary person, if one is respectful to superiors, or if one respects and treats his/her juniors well. The probability of the employer staying with the organization for a reasonable duration is also tested. This is done through the testing of ones level of loyalty, including but not limited to the assessment of the reasons that led to the employee leaving their previous places of employment. One is also assessed to see what kind of extra benefits he/she can bring to the organization. Some of the questions that a prospective employers seeks to answer in their mind include: Will the employer aid the company in the generation of revenue, in cost cutting measures, in the increase of the overall productivity of the organization? Is he/she creative and innovative will he/she improves both product and service quality? Will he/she be able to deliver given tasks within the specified time limits? Is he/she able to use the necessary technology effectively? Can he/she be able to offer the excellent customer service? Will he/she be able to motivate others, and even persuade them if need be? Is he/she clear, thorough, accurate and organized? Is he/she a resourceful person? An employer is especially cautious about the following: 1. Late comers: They display behavior that suggests a lack of preparedness for such an

important occasion. 2. 3. Those that display an excessive negative attitude towards their previous jobs. Those that over emphasize their personal achievements-for this displays that they are not

team players.

4. 5. 6. 7. 8. 9. 10. 11.

Those that are quick to blame others. Those that display careless thinking. Those that display signs of bossiness or a controlling attitude. Those that use diminutives in addressing juniors. Those that show signs of having bloated egos. Those that display signs of impatience. Those that are always fidgeting around, and Those that show signs of disrespect.

The employees perspective No employee attends an interview he/she wants to fail. The aim is always simple and direct. To get hired with the best possible associated perks, maybe better than previous terms. One thing comes up though: the employers seek to get the best among the shortlisted candidates, who are many. The aim of every employee therefore is to maximize the interview opportunity to display their best, so that the hiring decision maybe to their favor. The employee should therefore understand the importance of the interview and thus prepare adequately for it. Preparation should always start with the formulation of excellent curriculum vitae. An excellent curriculum vitae is one that is specific and tailored to the requirements of the job that he/she is

seeking. It should be brief, highlight ones strengths, and be presentable, grammatically correct, and also legible. The employee should also know the nature of business, industry or organization in which they seek to be employed. They should have a rough idea on how the organization operates, the current issues and events that have occurred and even their corporate structure. On the day of the interview, the employee should dress decently. so as to create a great impression. Ones dressing style can also show the seriousness with which the employee takes the interview process. One can never have a second opportunity to make a great second impression. One should also arrive early enough so as to familiarize themselves with the interview environment, and also clear any nervousness that they may be having. During the interview process, the employee should look and feel relaxed. He/she should appropriately introduce themselves and also respond to questions in a respectful manner. They should avoid any form of jitteriness. Before one answers a question, they should carefully reflect upon it, because most of the questions are structured in such a way as to reveal more than is asked. One should also prepare some few questions to ask the interviewer. The employee should avoid the following when he/she is before the interview panel: biting nails, nervousness, tapping their hands or objects held in the hand, exaggeration and speaking poorly about a former employer. He/she should make eye contact, read the body language of the interviewers and match it, react quickly and positively to any negative signs He/she should also smile, for it portrays a welcoming nature, and confidence. He/she should also be lively, otherwise who wouldnt want to have a lively workmate.

After the interview process, the employee should also make a follow up to the employer, for example through sending a thank you letter, in it highlighting some of the things they learnt during the interview, looking forward to the employers decision. One should also send requested material if they had been asked to. The thank you letter should be signed. Conclusion The interview process should always be a win-win decision. The employer should strive to get the best, but they should also offer attractive packages to the best that they choose. The ones that are not successful, effort should be made to make follow-up with them, especially those that showed the most dedication to the interview process. There should be mutual respect from both parties. All interviews should be conducted with utmost somberness and civility, because both parties may need each other sooner or later. References Mary Beth Elmer. The interview process. National Association of Personnel Services Independent Study Course Number 18. Heidi Frank, Shawn Nicholson, Laura Dickson, Terri Tickle. The Interview Process. Washington D.C: Association Of Research Libraries. 2000. The interview process. www.slideshare.net/depaulcareerctr/interview-process-1823582