By Paula Doyle
Director of Human Resources
New York State Bar Association

One of the major responsibilities of a manager is making hiring decisions. At times, this can be a difficult task in light of the legislation affecting this process. In addition, many interviewers feel a need to improve the skills necessary to conduct an informative and effective interview. As companies continue to hire a more diverse workforce, it becomes increasingly important to develop those skills that will assist managers in selecting the right candidate.

Hiring staff can be a costly process. Costs include recruitment expenses and the loss of productivity while a position is vacant. Selecting the right person for the job is critical in controlling these costs.

The pressure to maintain a staffed and functioning department can sometimes lead managers to make snap judgments or cut corners in the interview process. Managers must carefully screen candidates by listening more, speaking less, asking more effective (and legal) questions and addressing concerns about the candidate's background and ability to do the job. The following guidelines will assist managers in making sound hiring decisions:

•Thoroughly review the job's requirements.

•Formulate job related and performance questions.

•Plan enough time for the interview. One hour is sufficient.

•Use rapport-building questions at the beginning of the interview. Such questions may relate to the weather or the trip to the interview.

• Inform the candidate of the approximate length of the interview and the process to be followed.

•Use open-ended questions that require the candidate to discuss his/her skills, accomplishments and limitations. Use the 80/20 rule meaning that the candidate should be speaking 80% of the time and the manager 20%. Be careful not to describe the position in too much detail before acquiring information on the applicant.

•Seek examples of performance in which a positive outcome was not achieved.

• Close the interview by reviewing the organization, position and benefits.

•Thank the candidate and inform him/her when they can expect to hear from you or someone in the organization.

There is legislation affecting the hiring process such as the Age Discrimination Act, Civil Rights Act, Americans With Disabilities Act and Fair Labor Standards Act. Managers should ask themselves three questions when deciding whether or not to ask a question (1) is the question job related? (2) does the question consider all candidates without excluding a certain class? and, (3) is the intent of the question to obtain information about the candidate that will be relative to the job?

Managers need to control the interview process. Close-ended questions that require a one or two word answer can assist a manager in regaining control of an interviewee who has strayed from the topic. Managers must also be prepared to respond to questions. Candidates with the toughest questions often are most interested and have done their research. Questions about benefits may indicate that the applicant is only interested in finding out what the organization has to offer rather than determining if he/she is making a wise career move.

Remember that the interview is a two-way exchange. You are evaluating the candidate and he/she is evaluating the organization. Be sure to communicate the advantages of working within your organization.