How should you prepare for an applicant interview?
As you prepare to interview, you may find yourself with a stack of resumes or applications that you need to review or screen. The purpose of screening is to select out those applicants who are clearly unqualified because they do not meet the job's minimum requirements. While reviewing resumes and applications is an important preliminary step in the selection process, when and how you choose to do it are critical.
What is your policy on accepting applications and resumes? Some employers accept resumes and applications at any time, while others only accept them for specific jobs that are open. Neither policy is good or bad in itself, but deviating from the policy opens the door for legal claims.
For example, if you adopt a policy that you will not review unsolicited resumes, communicate it throughout the organization and follow it consistently. If you allow unsolicited resumes to slip in via workers who know someone who is looking for a job, for example, and your organization accepts and reviews those resumes, selection for that job could be open to challenge by an unsuccessful applicant because policy was not followed consistently.
Do not discriminate. First, do not discriminate, consciously or unconsciously, against applicants because they belong to a protected class. Avoid doing anything that could leave the impression that you are discriminating, like sorting applications by the age, sex or race of applicants. Also, be careful about viewing similar qualities differently depending on who applicants are. For example, a manager might subconsciously view a young applicant's rapid promotions as evidence that he is enterprising,
while viewing an older applicant as being too ambitious for the organization.
Be on guard for these types of thoughts.
If you see something on a resume that suggests a protected characteristic, like an applicant's race or religion, don't overreact. The application process is not necessarily tainted simply because someone shares something of this nature. In fact, refusing to consider a resume or application because such a factor is mentioned can trigger a discrimination charge in itself.
Instead, think of a nondiscriminatory reason why the applicant listed the information. For example, an applicant whose resume states Deacon with First Baptist Church
may be trying to communicate that he or she is a community leader.
Avoid negligent hiring. Second, watch for indications that an applicant could pose a danger to clients, coworkers or property. Hiring people who pose risks to others can lead to charges of negligent hiring. Never be careless about whom you hire for any position. Use particular caution when searching for employees who will be given above average access to people or property, or who will work alone. Exercise reasonable care so that you don't expose coworkers, clients or their property to unnecessary risks. Determine the level of risk a candidate will pose to others. Low risk? Medium risk? High risk?
Asking about criminal history. You'll want to know if an applicant has done something in the past that would have significant consequences if it happened again. For example, service positions that give an employee unsupervised access to customers' homes create a high-risk situation. All applicants for these positions might be asked if they have ever committed or been convicted of theft, fraud, larceny, assault, battery or other related crimes. Or a prospective bookkeeper might be asked about embezzlement or other related crimes.
Extreme care must be exercised in how this is asked, however, because inquiries into criminal background-particularly those about criminal charges or arrests-may be restricted or prohibited by state law and can lead to privacy and discrimination claims. Or state law may require inquiry into criminal background for various jobs-financial services, child care, health care, law enforcement and security are a few examples. See State Laws for more details on your state's background check requirements.
Many organizations include this type of question in the employment application, along with a notice that conviction of a crime will not necessarily bar employment. If a question about criminal history was asked and answered affirmatively in the employment application, your organization will want to follow up during the interview phase.
Should you end up in the position of having to discuss an applicant's criminal background during an interview, you'll most likely need to find out:
As you review resumes and applications, strike a balance between safety and needlessly weeding out candidates. If you see something on an application or resume that deserves follow-up research, do it before you hire.
How do you identify qualified candidates?
You need to identify a pool of qualified candidates that will move on to the interviewing stage.
Keep job descriptions criteria in mind as you sort through resumes and applications. Evaluate whether applicants possess the knowledge, skills and abilities necessary to perform the job's essential functions. Use the job description as a standard point of reference.
Applying a common standard to all applicants will help you stay objective throughout the selection process. Not only does objectivity minimize potential legal liability, it increases the chance that you will identify promising candidates that can enhance your business.
In general, keep an eye out for the following positive indicators:
Look for experience. Someone with previous experience performing the same or similar job duties will generally need less training to become productive on the job. Also, using experience as a basis for hiring is generally safe from discrimination allegations.
Identify transferable skills. Even if a candidate lacks experience in the specific job, he or she may have skills that are easily transferable to a new job. For example, someone that has keyboarding experience transcribing medical records is likely to have skills that would transfer to a data-entry position.
Note abilities that can't be trained. In some jobs, no amount of training can replace a natural ability or quality. For example, a hotel manager might look for someone who likes working with people for a front-desk position. The manager would look for evidence that an applicant successfully worked in people-oriented
businesses, such as hospitality or retailing. Abilities that can't be trained are difficult to quantify and may be considered subjective. To reduce the danger of discrimination claims, don't use such abilities as your sole basis for selection. Look for a well-rounded combination of experiences and transferable skills too.
Review resumes with healthy skepticism. Resumes are selling documents and should be thought of as such. As you review resumes and applications, take note of red flags
that could indicate-but do not necessarily show-that an applicant's employment history may be less than what he or she would like you to believe. Here are some things to keep in mind and investigate further.
Identify unexplained gaps in employment. While employment gaps are not always a bad thing, they do merit additional investigation. Gaps could be the result of a layoff beyond the employee's control or represent time that the applicant spent caring for a sick relative. On the other hand, they could represent something like a prison term.
Note jobs held for less than two years. Holding jobs for short periods of time may be common in some lines of work and for people with hot
skills. However, a pattern of many jobs lasting less than two years may also signal a record of poor performance.
Spot descriptions of positions only. What an applicant was supposed to do while employed in a given position is not necessarily what the applicant did. Be aware of the difference, especially if the applicant held the job in question for a very short period of time.
Detect organizational, rather than personal, accomplishments. Although an organization's accomplishments sound impressive, it is important to find out how the applicant actually contributed to the accomplishment.
Note implied levels of education. Keywords like studied
or took courses at
may signal that an applicant did not graduate. Also, the mention of a college degree does not necessarily mean a bachelor's degree-it may be an associate's degree. When education is a valid job requirement, do some follow-up checking if a candidate's level of education is unclear.
Look for progression across, rather than up, the career ladder. A pattern of many jobs within one organization, without advancement, may indicate a problem employee. You'll want to investigate the reasons for the lateral movement.
Document the applicant selection process
Make notes about what you find promising in the candidates you choose for interviews, as well as any uncertain issues that you need to follow up on. Be careful about how you phrase negative comments, though. It is best to accentuate the positive aspects of successful candidates, rather than dwell on negative aspects of unsuccessful ones. Remember, your notes could end up in court one day to justify a hiring decision, so make sure all your comments are professional and job-related.
<p>As you prepare to interview, you may find yourself with a stack of resumes or applications that you need to review or screen.</p>
How should you prepare for an applicant interview?
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