How do you keep an interview on track?

I always like to set expectations up front. I do this either at the very beginning of the call, or I send them an itinerary before the interview takes place. By doing this, they know what to expect, they're fully prepared, resulting in a positive experience for everyone involved.

After exchanging pleasantries, I typically inform candidates about the structure of the interview. I inform them that I will provide a high-level overview of the company, the position, review compensation, and then I will ask them interview questions. Even if they ask questions during the interview, I always ask them at the end of they have any additional questions. Most candidates appreciate this type of interviewing structure.

Great interview strategy! That is effective and and fair for both sides. Otherwise the outcome can be awkward and unsatisfactory leaving room for lots of unanswered questions. Thank you for sharing that.

I like to convey to candidates how imperative it is to do research on new initiatives, latest achievements and future projects/pipelines of the company. This allows to create a good rapport with the hiring team during a group interview and ask relevant questions. The company research also allows them to clarify on their individual growth path at this new company during the interview.

Setting expectations can set you and the candidate up for success. One thing I like to do is provide an overview of what to expect when the candidate schedules the interview. This will allow them to prepare and ease any nerves on their end so you can truly tap into the information needed to make an informed decision on whether or not to proceed. Providing the outline of the interview also allows you to be respectful of both your time. Including the entire interview process up front gives the candidate the opportunity to decide on whether or not they want to proceed. Candidates may not want to go through a 4 step interview process that includes an assessment.

As both a hiring manager and recruiter, a structured interview is a preferred format, as it essentially is a conversation which questions are asked in a standardized order. This allows for a consistent candidate experience, less prone to bias and errors, and candidate responses are easier to compare.

A structured format allows for you to assess each candidate without being biased. You’ll make certain that no question is missed and that every candidate is given the same opportunity to share their experience on each area you are interviewing for. Including key words like “briefly” or share “two examples” to speed up the interview process. One benefit of a structure is it allows the likelihood of more consistency in the interview and outcome when there are different interviewers. Make certain to be transparent about each step and if you are 100% certain that you won’t proceed. Feel free to inform the candidate immediately to be respectful of their time. Don’t be afraid to reevaluate your structure and questions.

Distractions happen, especially within more remote interviewing. Acknowledging, setting expectations upfront, and allow yourself permission to be human - things happen! Minimize distractions with internal and external social platforms by putting ‘Do not disturb’ on will ensure your undivided attention is on the interview and you’re not likely to be clicking off the screen and losing focus.

As a hiring manager and someone who has also interviewed for jobs throughout his career, I find the best tip is to show passion about the job and/or project you're interviewing for. Provide personal anecdotes or examples that have influenced you. Above all, avoid cliches!

Active listening for me is vital, but I feel Face-to-face interactions, whether in person or via the Internet, can also be beneficial in gauging a candidate's suitability for a job. In-person interactions allow the interviewer to observe the candidate's body language, which can provide insights into their confidence, enthusiasm, and sincerity. Video interviews can also be helpful in this regard, as they allow for face-to-face interactions while eliminating the need for travel. Face-to-face interactions can also encourage better communication between the interviewer and the candidate. Being able to see and hear each other can help build rapport and establish trust, which can lead to more open and honest communication.

One of the things that hiring managers miss is how to use their screener more effectively. We already know that job descriptions are not completely accurate. Take the time to brief them on what the job is and isn't, what's important to you in the person you hire, and how to screen for it. Have them tell the person about the job and then ask, "Have I scared you off yet?" Some won't be interested in your job and will never get on your calendar. That is a huge time saving for you and for the screener, making them more valuable than asking questions like, "Have you done this? Have you done that?"

Restate or rephrase the question to get the candidate back on track. I frequently use this interview technique and receive positive feedback from the candidate.

Active listening is a skill that must be practiced - I have a sticky note since I started in recruiting that has the acronym "W.A.I.T." which stands for "Why Am I Talking?" If I am waiting for my turn to speak, how can I ensure I am leveraging my time with the candidate efficiently? I have to be able to hear what the candidate is saying - and even what they are not saying - to determine whether or not they are uniquely qualified for the role for which they are interviewing. Asking clarifying questions to ensure understanding of the candidate's responses will allow you to either ask follow up questions for more information, or move on to your next question or topic - thus keeping the interview on track!

As a former Director of Talent Acquisition, my recruiters were required to schedule debriefs with the hiring managers within 24 hours, if not the same day. It offers an opportunity for a robust conversation during the debrief to share views and perspectives about a candidate before making a decision. Making a follow-up call to the candidate ensures that you are mindful of their time. Never ghost a candidate; it looks bad on the employer brand and your TA team. When it comes to internal candidates, a best practice is to send a formal decline letter via email but offer feedback so the employee can work on areas of development for professional growth and possible consideration for other internal roles in their career path.

Every candidate under your control is watching closer than you may be. With that being said, set reminders to reach back. Time and time again, you’ll hear a boast of comments about a poor experience negatively impacting both the interview and future referrals. Your notes per candidate should also reflect the conversation points as well as personal dialog. This allows you to revisit the next conversation with things like “How was your trip last week?” This continues the report and relationship of an interview.

You are responsible for the microdecisions that will keep an interview on track. To be clear, some decisions to let the conversation stray were among my best decisions . . .and by then I obtained the key info I needed to confirm a baseline skills competency. But the gold came from the occasions I let the process go where it wanted and I could see so much more of a person--their character and motivations--that allowed for a wise choice that helped us grow A LOT. But it started with a confirmation of skills competence and then went elsewhere to the gold.