The do’s and don’ts of interviews
While the interview process can be tough for candidates looking
for a job, it can also be hard on those conducting the interviews.
Hoge, Fenton, Jones
&
amp; Appel, Inc., a law firm with a Hollister office, offered a
free workshop Sept. 27 to San Benito employers on how to get the
most out of interviews with candidates.
The do’s and don’ts of interviews
While the interview process can be tough for candidates looking for a job, it can also be hard on those conducting the interviews. Hoge, Fenton, Jones & Appel, Inc., a law firm with a Hollister office, offered a free workshop Sept. 27 to San Benito employers on how to get the most out of interviews with candidates.
“It is important to hire the very best people,” said Lisa Aguiar, an attorney with HFJ&A. “It is very expensive to recruit, train and replace people.”
During the workshop, Aguiar and her coworker Vanessa Inman discussed how to conduct job interviews, performance reviews and exit interviews within the guidelines of the law, but also so that employees are retained.
Before calling in candidates, prospective employers should review their resumes and applications thoroughly to weed out candidates who do not meet the criteria of the job.
“Really review the resume,” Inman said. “That will allow you to sharpen your skills and ask the right questions.”
Inman did caution about one way employers have been gathering information about prospective candidates. She warned against employers using such sites as MySpace or Facebook to check out candidates. Some employers may see photos of a drunken candidate and decide against hiring.
“You can’t make a determination [against a candidate] based on lawfully protected activities,” Inman said.
After reviewing resumes and applications, a job description is key to the process.
“The candidates themselves have submitted a resume and filled out an application,” Inman said. “But do they have any idea what that job is about?”
Inman suggested providing a written copy of the job description for candidates to review at the interview.
“The job description is really key,” she said. “It tells everything the person needs to be able to do the job.”
In the interview process, employers want to make sure they are not awarding or penalizing candidates based on membership in a protected class, based on age, discrimination, gender, or race.
Inman and Aguiar showed several videos of mock interviews during the workshop to show the right and wrong way to conduct interviews. In the first video, an interviewer asks a candidate about everything from her age to how many children she has to her marital status. All those questions are off limits according to the law.
Inman stressed several areas to focus on instead of personal questions. They are:
– Academic qualification
– Relevant training/experience
– Relevant abilities
– Ability to interact with others
– Ability to meet expectations
“If you focus on that, the interview will be productive and efficient,” Inman said. “The most effective, experienced interviewers listen 80 percent of the time. Listening is key. It’s your opportunity to let them present themseleves and ask questions.”
In addition, during interviews they warned against saying the company is like a family or making promises about the terms of employment. They also warned against praising candidates’ answers and suggested if a candidate is overqualified to discuss terms of salary rather than dismissing them outright.
While questions about disabilities are not permitted by law, employers can ask about specific job requirements such as needing to lift 15 pounds, as long as the job really requires the activity.
After the interview is complete and a job offer has been extended, Aguiar talked about the importance of performance reviews.
While performance reviews are generally scheduled for every six months or once a year, Aguiar said if conduct issues do arise they should be addressed immediately.
“The key is there should be no surprises [during the review],” Aguiar said. “You should not go an entire year.”
When an issue is brought up with an employee, such as lateness, the supervisor and employee should come up with a plan to change the problem with specific actions and a timeline. If the problem is not resolved a written warning or other actions, up to termination, should be taken.
When it is time for a performance review, Aguiar suggested giving a written copy of the review for the employee to read the day before meeting about performance.
“Have supervisors rate [employees] on specific categories,” Aguiar said.
Aguiar also said employers should have specific examples of good and bad conduct during the review.
“We don’t want them to leave. We don’t want to terminate them,” Aguiar said. “We want them to improve.”
Hoge, Fenton, Jones & Appel, Inc. offer employment law services in Hollister, San Jose, Pleasanton, East Palo Alto, and Modesto. Contact them at 637-1620, or 225 Sixth St, in Hollister. More information on interview strategies and other employment law issues can be found at www.hrlaw.com.
