Human Resource Services
Departmental Interviewing Guide
Getting Ready to Advertise Your Vacancy
- Review position description to ensure it is up-to-date and accurately reflects the responsibilities of the position.
- Identify key skills, experience, and education that are critical to the position.
- Review your department's budget to determine what salary you can offer (this information will be extremely important for your recruiter to know when building an applicant pool).
- Determine whether you need to advertise the position in sources other than UF's web site.
- Submit requisition to Recruitment and Staffing.
Obtaining and Reviewing/Evaluating Applicants
- When you receive your pool of applicants, look for those whose skills, experience, and education most closely match the skills you advertised and need for the position.
- Check for possible "flags" in the applicant's work history (e.g., choppy work history, similar reasons for leaving positions, etc.).
- Determine which applicants to call for interviews.
- Ensure that the group you call for interviews is diverse and pay special attention to protected classes (e.g., veteran's preference, minorities, etc.).
Preparing for the Interview
- Formulate a set of hiring criteria that accurately reflect the demands of the position.
- Familiarize yourself with those criteria and develop questions that relate directly to the skills you are looking for….you are trying to determine which applicant will be the most successful in the role as well as a good fit in your department.
- Ensure you allow time in your schedule to accommodate interviews so that you can focus on the task at hand.
- When phoning the applicant you wish to interview, explain what is planned for that day. This should include the expected length of the interview, who the candidate will meet with (name and title), the mechanics (parking arrangements, luncheon plans, etc.), and a contact person and phone number in case the candidate would need to cancel and/or reschedule. You also may choose to inform applicants of the expected starting salary range and work hours.
The Interview
Pre-Introduction
The interviewing process should be pleasant for both the applicant and the interviewer. It is important that the applicant not be hurt or embarrassed and that his or her dignity is maintained throughout the interview. Ultimately, you should be an objective evaluator.
Create an environment that is conducive to a productive exchange of information by establishing a comfort level. If you're interviewing an applicant with disabilities, be sure to review these guides to interviewing applicants with disabilities and extending interviewing courtesies to individuals with disabilities.
Prepare materials for the applicant. These include the position description (information describing the essential functions, requirements and working hours for the position), information describing the department, and your business card.
Review the applicant's online application (information in ACCESS) again prior to the interview to refresh your recollection. Identify areas in the applicant's history that need clarification or elaboration. Look for gaps in employment or inconsistencies that you would want to address.
Clear your mind from other tasks you need to perform so that you can devote your full attention to the interview.
Introduction
Introduce yourself and others who will be conducting the interview (refer to tips on team interviews) and explain what's going to happen/share the agenda. You may wish to give the applicant a copy of the position description to review. Be sure to state that you are going to take notes during the interview so you can objectively evaluate all applicants.
- Types of Questions and Interviewing Techniques
- Guidelines for Developing Interview Questions
- Questions to Avoid During the Interview
- Examples of Acceptable/Discriminatory Questions
- Advantages of Using Prepared Questions
- Behavioral Interview Questions
- Questions to ask Support Staff
- Questions to ask Supervisors/Managers
Wrap Up/Closing the Interview
Informally summarize, based on your notes and recollection, what the applicant has discussed about his/her background, qualifications, reasons for wanting the job, and strengths and weaknesses. This gives the applicant an opportunity to add new information or clarify miscommunications. Also, it assures the applicant that the interviewer (you) has been a careful listener and reinforces the impression that the hiring decision will be fair.
Ask if the applicant has any questions about the workplace or the position and let him or her know what to expect next, such as follow-up interviews by others. Tell the applicant when you anticipate making a decision on offering the position.
Invite the applicant to phone you if he/she has any additional questions and thank him or her for taking time to interview with your department.
Stand, offer a handshake, and close with friendly conversation. Try to leave the applicant with an up-beat, positive last impression of the department and you. Walk him or her to the door.
Preparing the Setting
Be sensible and thoughtful. For example, take measures such as holding phone calls and closing the door. This helps limit distractions or interruptions during the interview.
Select a private and quiet place to conduct the interview. Take precautions to avoid disturbances if your interview must be conducted in a busy setting.
To avoid obstacles, position the furniture so that you are not separated from the applicant by a barrier such as a desk or table. Certain objects can become physical and psychological barriers to establishing a relationship with the applicant.
The setting must be accessible to the disabled.
Employment Laws
The following is a list of employment/workplace legislation affecting human resources management:
- National Labor Relations Act (Wagner Act) of 1935
- Fair Labor Standards Act (FLSA) of 1938
- The Equal Pay Act (EPA) of 1963
- Title VII of the Civil Rights Act of 1964
- Harassment
- Executive Order 11246
- The Civil Rights Act of 1991
- The Age Discrimination in Employment Act (ADEA) of 1967
- The Rehabilitation Act of 1973
- The Vietnam-Era Veteran's Readjustment Assistance Act (VEVRAA) of 1974
- The Americans with Disabilities Act (ADA)
- The Family and Medical Leave Act of 1993 (FMLA)
- The Immigration Reform and Control Act (IRCA)
- The Occupational Safety and Health Act (OSHA)
- The Hazard Communications Act
- The Toxic Substances Control Act (TSCA)
- Workers' Compensation (WC)