| The technical communications profession involves a | | | | * Make sure your questions are open-ended, but limited |
| unique mix of technical and communication skills, which | | | | in scope. (For example, "tell me about a time you had |
| is not easy to find. Most managers have had the | | | | conflicting comments in a document review and how |
| experience of interviewing and subsequently hiring a | | | | you resolved it" or "tell me about a time you had a tight |
| candidate who later turns out not to be the right | | | | deadline and you were asked to increase the scope |
| person for the job. This situation begs the question of | | | | of a document.") |
| how to identify which candidate is a good fit for a | | | | * Identify a list of minimum acceptable answers. (For |
| given position. The answer is that there are five key | | | | example, acceptable answers to the previous question |
| activities that make the difference between a | | | | might be "I would schedule a meeting with both |
| successful hiring decision and a not-so-successful one. | | | | reviewers and try to reach a consensus" or "I would |
| We have all been on both sides of the interview, and | | | | work to gain a better understanding of both comments |
| this article will attempt to make you, the interviewer, | | | | and identify a solution that would work for all parties.") |
| more successful. | | | | * Ask a negative question so you can see how the |
| This article covers five key activities, including: | | | | person handles stress and conflict (for example, "tell |
| 1. Writing a detailed job description | | | | me about a situation where you failed" or "tell me |
| 2. Making sure the setting/environment is conducive | | | | about a time when you disagreed with your boss"). |
| 3. Conducting a programmed interview | | | | * At the most, you should talk only 25-30% of the time. |
| 4. Using multiple interviewers | | | | By mostly listening and observing, you will gain |
| 5. Considering testing | | | | maximum information about each candidate. |
| WRITING A DETAILED JOB DESCRIPTION | | | | * Leave time for the candidate to ask questions. You |
| Probably the biggest mistake managers make is to be | | | | will see whether the person is prepared and/or took |
| under-prepared, from the moment they write the job | | | | time to research your company. A candidate who |
| description. Because the job description encapsulates | | | | does not ask questions probably did not prepare |
| requirements for a given position, you must first have a | | | | adequately for the interview. |
| good grasp of what the position entails, from | | | | * Observe each candidate. Ask yourself whether |
| personality traits to knowledge to skills and experience. | | | | each has a business-like presentation and whether |
| You may include any of the following qualifications in a | | | | they look the part of the job. I also like to see how well |
| job description: | | | | they can articulate their role on a given project. It is a |
| * Years of experience (for example, three years of | | | | bad sign when candidates seem unfamiliar with their |
| technical editing in a DoD environment) | | | | own work. |
| * Degrees, certifications (for example, B.A. in English or | | | | As important as the tangible requirements are for the |
| Journalism) | | | | job, so are the intangible ones. Look for a firm |
| * Physical qualifications (for example, a Web-design | | | | handshake, direct eye contact, professional bearing, |
| position might require color vision) | | | | and appropriate clothing. |
| * Personality traits (for example, excellent | | | | Understanding how to ask questions is very important |
| communication skills or attention to detail) | | | | and there are numerous references on the subject. |
| * Specialized skills or knowledge (for example, ability to | | | | Years ago, I was asked during an interview whether I |
| write JavaScript) | | | | planned to have more children. Of course, the question |
| Ultimately, the job description is the inspiration for any | | | | was an illegal one, but a surprising number of people |
| subsequent interview, so defining the position in detail | | | | still manage to ask similar questions. Being prepared |
| up front will make finding the right person for the job | | | | and informed is the best way to avoid these pitfalls. |
| much easier. Plus, it will help the candidate understand | | | | USING MULTIPLE INTERVIEWERS |
| whether the job is right for him or her. | | | | Having more than one person interview a candidate |
| MAKING SURE THE SETTING/ENVIRONMENT IS | | | | increases your perspective. What you may see and |
| CONDUCIVE | | | | what someone else may see can be quite different. |
| The setting in which an interview takes place is | | | | When you are trying to choose between two very |
| important and can make the difference between a | | | | good candidates, a second or third opinion will make |
| good interview experience and a bad one. The | | | | the decision more clear. You might consider having any |
| candidate deserves your full attention and you will be | | | | of the following participate: |
| better able to make a decision if you are fully engaged | | | | * Technical personnel (perhaps an engineer or |
| without distractions. Make sure that, at a minimum, your | | | | programmer who may act as a subject matter |
| setting entails the following: | | | | expert) |
| * Quiet: Set your phone to "Make Busy" and do not | | | | * Other department staff (co-workers can provide |
| take phone calls or allow interruptions. Make sure you | | | | excellent feedback as to whether they will feel |
| are in a quiet place (for example, an office with a | | | | comfortable with the candidate) |
| closed door or a conference room). If you are sitting | | | | * Personnel staff |
| behind your desk, move away from your PC and turn | | | | Although you may be the person with the ultimate |
| its volume to mute. | | | | hiring authority, you will find it very useful to be able to |
| * Comfort: Show the candidate where the restrooms | | | | talk each candidate over with other people. You may |
| are and offer coffee or water if appropriate. If you | | | | find that they like a candidate you did not or |
| have a drink, make sure you offer one to your | | | | vice-versa. In general, consensus hiring will produce |
| candidate. Offer to take the candidate's coat or | | | | better results than a unilateral hiring decision, so take |
| identify a coat hook/rack. | | | | their feedback seriously. |
| * Time: Adhere to your schedule. If you are | | | | One manager I interviewed for this article uses a |
| interviewing more than one candidate and/or have | | | | weighted system when considering a candidate: 30% |
| other meetings scheduled around the interview, make | | | | skills, 30% personality, and 40% business-like |
| sure one appointment does not overlap the next. | | | | presentation. In my own experience, the latter two are |
| Neither of you should be forced to rush through the | | | | the greatest predictors of a candidate's success. |
| interview. | | | | When candidates don't work out, the reason tends to |
| * Information: Give your business card to the candidate, | | | | involve how they handle conflict or how well they |
| so he or she does not have to struggle for your name | | | | communicate. You will, of course, need to develop |
| and will have your name/address handy when writing | | | | your own system. |
| a thank-you note. | | | | CONSIDERING TESTING |
| * Invitation: Invite the candidate to sit down. Where the | | | | Although I have not yet used a test for candidates, I |
| person sits will tell you a great deal, and this will make | | | | have certainly taken them as part of a job application |
| the person feel more comfortable. | | | | and I am considering using them in the future. You |
| The environment can make the difference between a | | | | cannot be sure the candidate shows you work they |
| good interview and a bad one. I once interviewed in an | | | | have actually done, but you will be able to see their |
| office that was once a closet. The four interviewers | | | | work if you give them a test. Many companies |
| sat on the edge of the desk, while I sat considerably | | | | develop their own tests. You may consider anything |
| below them in a chair. It was intimidating to say the | | | | from a personality profile to a writing and/or editing |
| least and it taught me a lot about candidate comfort. | | | | test. |
| CONDUCTING A PROGRAMMED INTERVIEW | | | | IN CONCLUSION |
| A programmed interview involves defining questions up | | | | There is no boilerplate method or template that you |
| front, along with acceptable answers, which will tell you | | | | can apply directly to your department, group, or |
| whether a candidate possesses each of the | | | | company. However, you can use this process as a |
| qualifications for a given job. One important caveat: | | | | model to develop your own own process, guidelines, |
| consult with your personnel department or manager | | | | and interview questions. What you look for and what |
| and make sure you understand the EEOC guidelines | | | | someone else looks for in a candidate are likely to be |
| as well as the kinds of questions you can and cannot | | | | quite different. But by developing a process, defining |
| legally ask. To conduct a programmed interview: | | | | the position, and nailing down your questions well in |
| * Develop a list of standard questions you will ask all | | | | advance before interviewing candidates, you vastly |
| candidates. | | | | increase the likelihood of a successful hiring decision. |