Interviewing A to Z - Part I

Ask the typical retail store owner or manager about the typical store interview and they will probably agree that it lasts 5 to 10 minutes and in essence, asks the candidate “is your heart beating, will you promise not to steal too much and can you work this weekend?”

All chuckles aside, this experience is more typical than unusual, and points out the growing problem at retail stores with poor interviewing habits. A truism is that employers “hire their problems” and the cost of a turnover problem at service retail ranges (in many retail store management studies) from $600 to $1,500 of lost profits. People are the most costly asset or liability retail stores have and yet, most owners and managers spend more time in deciding a week's secondary studio titles than they do in the selection of the individuals who will handle their irreplaceable satisfied customers.

The first step to a successful selection process is being prepared.

  • Always have a written job description before starting the recruiting or interviewing process. This insures you are organized on what the job requires and helps to eliminate non-job duties biases.
     
  • Before scheduling interviews, examine the information (applications, resumes) on candidates that you already have. This helps you decide which people you want to interview and what questions need to be asked in addition to the standard ones. By carefully examining the application forms, you should be able to pick out areas of concern, areas of positive interest, or those that need more clarification.
     
  • Keep a sharp eye open for inconsistencies in work record, employment dates, titles, or stated responsibilities and areas of authority. (It is always wise to use an application form, as it represents the applicant's statement of facts [on that particular date] about their past work history and personal life. You need this information to decide which ones are the best candidates, and the information given on an application form may later work as a legal justification for terminating the employment of a person who is prone to dishonesty.
     
  • Understand the following key points of how to review a resume:
    • Look for short lived jobs and then ask "why?”
    • Are there gaps in the work experience? Does the resume show a consistent progression of jobs that seem to increase in responsibility?
    • Does the resume show erratic job moves around the community?
       
  • Don’t get enamored with a candidate’s past job titles. Far more important was their job achievements. A sales clerk who assumes more responsibilities may be a better candidate than a “manager” who didn’t grow in the job.
     
  • Educational credentials are obviously important. But make an honest assessment of the job’s educational requirements. Would someone overqualified become quickly bored?
     
  • Look for names of former area employers who you may know and trust. They could be an excellent source of “off the record” information when contacted for references.
     
  • Now, separate your candidates into three categories: Those you definitely want to see; those who are just "so so"; and those who would be a waste of your time. The first category, obviously, is a must. But you never know. The "so so" category could produce some real surprises! You can save more time by conducting some telephone pre screening of candidates. Here are the most important considerations in pre- screening phone interviews:
     
  • The opening. Keep it short and to the point, and of course, pleasant. Simply introduce yourself and your organization, and explain why the phone interview is taking place and how it will proceed. Make a point of letting the person know the conversation will be brief. Example: “This is John Dynamic of Dynamic Retail. We have received a large number of applications for our sales clerk opening and, at this time, it looks as though you could qualify for the position. However, I would like to review just a few points to be sure we have a good match."
     
  • Don't waste time asking questions that aren't related to the screening process, like why would you want to know about a candidate’s long-term career goals if you aren’t sold on them in the first place? Arrange the questions so the most critical items are covered first.
     
  • Ask questions that have only one satisfactory answer. That way the questions can act as barriers. If a candidate's answer to one question is unsatisfactory, the next questions need not be asked. Sample questions here may be obvious such as “Are you available to work weekends?” or “What level of wages are you seeking?” The former question is obvious, the latter is important as your candidates need to fit your pay scheme.
     
  • Don't forget the most common conversations. These include the job location, the work conditions defining the job, and the knowledge and experience the position demands. A negative response to any of these questions could eliminate the candidate.
     
  • Don't reveal your preferred answer. If you indicate what you want to hear while asking the question, it will be too easy for the applicant to sway the answer to please you. Example: “Do you consider yourself to be a hard worker?” Of course they will say yes!
     
  • Decide on a closing. If it is obvious to both you and the applicant that there is no fit, you can simply say so and then terminate the phone interview. Most applicants will not become defensive if they know they are unqualified for the position. (Best way to handle that subject is to say that the job does not seem to be a good fit for their qualifications. That may protect their ego) But if your reasons for eliminating a candidate are not categorical, you might want to choose a "soft close" approach. Here you simply thank the applicant for his or her time and agree to call again when you've made your choice. This lets the candidate feel that he or she is still in the running and minimizes the likelihood of prolonged or defensive responses.
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