A Recruiter's Note on Interviewing (for Managers)

I have recently been tasked with preparing and presenting an interview workshop to sales managers within my organization, TDS Telecom. Upon receiving this request, I learned that some managers have never been provided guidance or training in the necessary skill of interviewing. How is this possible? After years of scheduling interviews for managers, how am I just learning that they have never received a lick of training throughout their career? Well, short answer: I never asked.

As a recruiter, it is easy to assume that someone, who has been doing something for a lot longer than I have, was at some point trained on every aspect of their job. This includes something as simple, basic, and critical as an interview. Well, you know what they say about making assumptions... so here we are today. I am creating a training that can be utilized by managers as a refresher/training on interviews, in addition to providing them with the tools and resources they need to create a group of interview questions that will help them to make smart and qualified hires. I could shame myself all day for not coming to this realization sooner, but what good would that do me (or them)?

Instead, let me just share a few of the things I plan to include in this training:

1. Know what you're looking for. What are your key competencies? What makes someone successful or unsuccessful in this role? What makes them a good "fit" for you and your team?
2. Create a list of questions that make sense for you. Ask behavioral, situational, and skills/competency-based questions that will help identify those key competencies and draw out any blazing red flags.
3. Don't be rigid when interviewing and, if possible, make the questions flow as naturally as possible without skipping a single beat. There is nothing more unattractive to a candidate in an interview than someone who either A) seems like they are just reading the questions for the very first time and is completely unprepared or B) seems like they are completely disengaged and emotionless.
4. BE ON TIME. We expect the candidate to be on time and would likely frown upon them showing up late, so why is it acceptable for the manager to show up late? Hint: it's not!
5. Don't ask about their personal lives. Just don't do it. Sincerely, every recruiter ever.
6. Listen to what they are saying. Seems like a no-brainer, but asking a question that has already been answered without letting them know you've already satisfied that question but want to give them a chance to provide additional information is just putting them through the pain of having to tell you that they've already answered that question.
7. Set clear expectations. Have an idea in your head what next steps will look like and relay that to them, because they will ask. Tell them when they can expect to hear back, who will be in contact, and if there are additional steps to the interview process.
8. Take notes, and good ones. Taking good notes can help you recall what your first candidate said after you've completed 10 interviews and can recite the questions like the Pledge of Allegiance.
9. Give feedback to your recruiter, please. I'm asking nicely and I promise it will help us both to be more efficient. We are in this together-- don't forget it!
10. Don't make a hiring decision because you're feeling desperate. It may take an extra week, but it will save you headaches and weeks of wasted time in the future when this employee proves not to be the best fit for this position.

Now that I've given you all of my secrets, I also want to share that I feel very thankful to have the opportunity to play such a crucial role in the success of my organization. TDS not only entrusts me with educating managers on making the right hiring decision, but also to be a partner in this process.