| Conducting an interview is not the easiest task in | | | | should get to know about. Listening carefully |
| the world. Although, it seems quite similar to | | | | means taking notes of what the applicant is |
| engaging in a conversation, you have to know | | | | saying and checking for any inconsistencies with |
| that it is significantly different because an | | | | what are stated in the resume. |
| interview is used to gauge a person's capabilities | | | | 6. Conduct an employee background check |
| and to get to know more about an applicant. | | | | Some employers think it is ideal to conduct |
| If you are an employer who wishes to become a | | | | background checks prior to the interview so that |
| more effective interviewer, here are some | | | | they do not have to bother making an |
| excellent interview tips for you to keep in mind. | | | | appointment with those who have undertaken |
| 1. Prepare for the interview | | | | resume lies. On the other hand, other employers |
| Develop a set of questions to be asked for all | | | | conduct the background check after the interview |
| your applicants. It will be easier to compare | | | | to see if the applicant was honest about what he |
| employees more effectively if you have asked | | | | or she said during the interview. It is up to you to |
| them the same questions. | | | | decide but the important thing is you hire the |
| 2. Schedule the interview at the right time | | | | services of employment screening experts to |
| Set the time of the interview at your most | | | | help you get accurate and updated results. |
| convenient time when you will not be too busy. | | | | 7. Pay attention to nonverbal cues |
| But you should also make the necessary | | | | Watch out for applicants who did not arrive early |
| adjustments for the applicant's schedule. | | | | for the interview and worse, made excuses |
| 3. Arrive early | | | | about it. Be wary of those who did not dress up |
| Do not be late for the appointment. Even if you | | | | properly or did not appear to be positive, |
| are not the applicant, you have to make a good | | | | confident, or knowledgeable about the topic they |
| impression that in your company, you mean | | | | are talking about. More often than not, nonverbal |
| business and there is no room for latecomers. | | | | cues can reveal more about a person's character. |
| 4. Ask open ended questions | | | | 8. Do not ask questions that can lead to |
| Avoid asking questions that can only be answered | | | | discrimination lawsuits |
| in yes or no. If you should, be sure to follow up | | | | Avoid asking questions that are related to family, |
| with another question that will enable the applicant | | | | age, gender, nationality, race, marital status and |
| to elaborate more on the topic you are talking | | | | others. Keep the questions related to work and |
| about. | | | | the position being applied for. |
| 5. Listen carefully | | | | Because the interview is one of the most |
| As the interviewer, you should not be doing more | | | | important parts of any hiring process, it is |
| of the talking. You should be able to listen more | | | | imperative that you are able to do it right. |
| than to talk because it is the applicant that you | | | | |