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INTERVIEW GUIDE




	
PROGRAMMER .NET

Applicant閼?								

Date閼?									

Recruiter閼?								


The goal of an interview is to determine whether a candidate has a good fit for your particular job. This is best accomplished by asking questions about job related competencies to determine whether the candidate has previous experiences successfully using these competencies.


Introduction Phase
Encourage some small talk to give the candidate time to get settled and to help him/her ease into the conversational flow of the interview.

Candidates usually feel more comfortable when they know what to expect in an interview. Share your general format with the candidate.


Tell the candidate that you may be writing during the interview and explain why you will be doing this.

Assure candidates that two-way questioning is allowed and encouraged. Make it clear that the candidate will have an opportunity to ask questions at the conclusion of the process

Interview Phase
Have your competency based questions ready for scoring. We recommend a 1 to 5 scoring grid; a score of 1 would mean the candidate has demonstrated no experience using the competency and a score of 5 indicating the candidate has a deep understanding of the competency and has used it successfully in the past with good results.

Probing: After asking a planned question, you may want to probe for more information to support a candidate's response. Probes are usually unplanned; you use them when you want the candidate to clarify or expand upon a point or when you want more insight into his/her thoughts, feelings, and behaviours.("Please expand upon that." "Describe how you .")

Clarifying Inconsistencies: When a candidate appears to be caught in a contradiction, it may be appropriate to bring the conflicting information to the surface for clarification. ("You mentioned earlier that you were involved in developing a distance education course. You are now indicating that you have limited experience with distance education and need to learn more about it. Please clarify your experience with distance education.")

Paraphrasing: When in doubt that you have fully understood a candidate's response, restate what you think you heard in your own words and ask the candidate for feedback. ("You are basically stating that there are several ways to handle this situation depending upon the way in which the client presents the problem. Is that what you meant?")

Silence or Pause: Silences or pauses are an effective technique for encouraging the candidate to do the talking. When there is a silence or pause, don't jump in with another question; allow the candidate time to reflect and form a response. Look expectantly at him or her while you wait.

Repeating: When the candidate appears to be avoiding a question, come back to it again. While the candidate may have reasons for trying to evade it, she/he may simply have gotten sidetracked or may not fully understand what you mean.


Analytical Thinking

The position requires someone who successfully performs analytical work. They tend to be thoughtful and approache decisions both logically and systematically. Analytical people ask questions to discover issues and do not make decisions without methodically thinking through the consequences.

Before you ask this question, best practice suggests that you know beforehand the kind of analysis associated with both satisfactory and unsatisfactory job performance.

How much time do you usually spend examining your past decisions to determine how to make better ones in the future ? Please give me some examples. What were the results ?



1	2	3	4	5


Minimal ability/NA
Average ability
Exceptional ability



Comments
Attention to Detail

Attention to detail includes the employee闁炽儲鐛?ability to spot and manage important details associated with doing a good job. This includes things such as checking and rechecking work, setting up monitoring systems, noticing missing details, accurately completing forms, following directions, and planning projects to the final detail.

Before you ask this question, best practice suggests that you know beforehand the kind of details that are associated with both satisfactory and unsatisfactory job performance.

What process do you use to keep track of many tasks happening at once ? Can you give me an example ?





1	2	3	4	5


Minimal ability/NA
Average ability
Exceptional ability



Comments
Initiative

Initiative is generally defined as doing something without being asked. A successful employee is expected to make suggestions to improve a product or process, it might even include offering to take on new responsibilities and challenges.  The position includes being pro active, making improvement suggestions, not being satisfied with the status quo, volunteering for additional opportunities.

Before you ask this question, best practice suggests that you know beforehand the kind of initiative associated with both satisfactory and unsatisfactory job performance.

Would you prefer a job with more responsibility and less pay or more pay and less responsibility ? Why ?



1	2	3	4	5


Minimal ability/NA
Average ability
Exceptional ability



Comments
Achievement/Effort

The position requires someone who has a strong need for achievement. This usually means they will be expected to continually establish goals and work hard to meet or exceed them. The employee should depend on their ability and skills rather than luck, chance or other factors beyond their control. They seek specific feedback about performance so they can progress towards their objectives. An achievement-driven person is often willing to neglect other parts of their life in order to accomplish their objectives.

Before you ask this question, best practice suggests that you know beforehand the kind of achievement associated with both satisfactory and unsatisfactory job performance.

What are some of the things you have done to improve your job skills ? Why did you choose them ? What results have you achieved ?



1	2	3	4	5


Minimal ability/NA
Average ability
Exceptional ability



Comments
Cooperation

Cooperation requires being pleasant with others on the job and displaying a good-natured, cooperative work attitude. This trait differs from concern for others in that it not only includes the willingness to empathize, but includes volunteering to actively share their work load or help resolve their problems. Specific employee activities include listening to what another person is saying, empathizing with their situation, asking questions to clarify issues, explaining how the problem affects them both, and jointly developing a plan of action.

Before you ask this question, best practice suggests that you know beforehand the level of cooperation associated with both satisfactory and unsatisfactory job performance.

How do you feel when people are overly friendly toward you ? Can you give me some examples ? How did you react ? What was the result ?



1	2	3	4	5


Minimal ability/NA
Average ability
Exceptional ability



Comments
Stress Tolerance

The position requires the employee to accept criticism and deal calmly and effectively with high stress situations over which they have little control. It includes maintaining effectiveness regardless of what conditions arise. Stress tolerant people don闁炽儲鐛?easily get their feelings hurt and are willing to accept criticism.

Before you ask this question, best practice suggests that you know beforehand the degree of stress-tolerance associated with both satisfactory and unsatisfactory job performance.

How much do you worry about someone criticizing your work ? Please give me some examples. What did you do ?





1	2	3	4	5


Minimal ability/NA
Average ability
Exceptional ability



Comments
Persistence

The position requires persistence in the face of obstacles. Persistent people are often the last to give up on a problem and continue working in the face of obstacles that would discourage others. They do not give up easily and complete most of the work they start even in the face of frequent roadblocks or redirection.

Before you ask this question, best practice suggests that you know beforehand the kind of persistence associated with both satisfactory and unsatisfactory job performance.

Have you ever been given a task that was difficult and frustrating to finish ? What was the task ? What did you do ? What was the result ?



1	2	3	4	5


Minimal ability/NA
Average ability
Exceptional ability



Comments
Conclusion Phase
During this phase, you are shifting the emphasis to the candidate's need for information so that she/he is able to reflect upon the position and decide if it is personally suitable. Both you and the candidate are evaluating one another in the interview. This is your opportunity to present a positive, attractive image of the position and you the employer.

Describe the position and your company to the candidate. You will probably want to discuss the position in more detail by clarifying the performance expectations, reviewing critical responsibilities and describing the work environment. You might also wish to talk about the support and training that may be provided and career development opportunities.

Encourage the candidate to ask questions. Candidates should feel that you respect their questions and that your responses provide the information they need to make a decision. Candidates often have questions about salary and benefits, and you should be prepared to outline the main facts and features during the initial interviews. If you are asked a question to which you do not know the answer, let the candidate know that you will research the question and report back to them. Record the questions asked and the responses that you gave.

Outline the timelines for the final selection decision. Let the candidate know the general steps ahead and who to contact should the candidate want to follow up.

Thank the candidate and close on a positive note.


Seven Cautionary Notes 
Although interviews are an excellent way of assessing how well candidates measure up to your job requirements, they are subject to many influences that may reduce the effectiveness of the interviewer's judgment. Interviewers should be aware of these pitfalls and avoid them. Following are seven of the most common interviewing hazards.

Halo Effect: This happens when an interviewer forms a global, positive impression of a candidate based on a characteristic or other information that biases the interviewer's assessment of the candidate's qualifications.

Stereotyping: Stereotyping is a generalization based on personal or physical characteristics (e.g., racial/ethnic background, social status) that have nothing to do with the factor being assessed. It affects a candidate's rating if it elicits a negative or positive reaction in the interviewer. Restricting candidacy based on gender, race, or religion is one of the biggest mistakes companies make when hiring.

Order Effect: The order in which candidates are interviewed can result in inaccurate ratings. A good candidate who is interviewed after an outstanding candidate may be given a lower evaluation than is merited because of the overshadowing effect of the superior candidate. The time of day may also influence an assessment. A tired committee is not as attentive or accurate as it would be earlier in the day.

Early Judgments/Impressions: Interviewers should avoid making snap or early judgments (positive or negative) based on factors not related to the position such as appearance, voice, or handshake.

Rating Tendencies: Leniency and strictness errors occur when interviewers gravitate to either extreme on the rating scale and are consistently too generous or too rigid in their scoring. Errors also occur when interviewers rate all candidates as average. Rating tendencies reduce the effectiveness of the assessment process by making it hard to draw clear distinctions among candidates.

Inadvertently Influencing the Candidate's Response: The more you talk, the more you influence a candidate's response. In the beginning and middle phases, say as little as possible about the position and get back to questioning and listening. Body language and tone of voice will also influence a candidate, so be aware of the signals you may unintentionally be communicating.

Losing Control of the Interview: As the chair, it is up to you to ensure that you control the interview, not the candidate. Use the communication techniques described above to take control of a chatty or rambling candidate, to refocus the conversation when it gets off track, to signal other committee members to ask their questions as required, and to monitor the time.




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