Just like every other conversation, a job interview should have a beginning, a middle and an end. How an interview is scripted helps determine what information you, as the hiring manager, receive from job candidates. A well-scripted interview assists you in gaining the maximum amount of information from candidates in the minimal amount of time. Taking the opportunity to script the interview while reviewing a candidate's resume can greatly assist you in finding the right new employee for your company.
Introduce yourself and your position within the company. Greet the candidate by name so that she knows you've reviewed her resume and know who is walking through your office door. Give the candidate a little background information on the position, its place within the company structure, and on the company itself. If you choose to, this is an appropriate place within the interview structure to mention why the position is currently open, such as a current employee leaving the company or a restructuring of a department that has created a new opening.
Prior to scripting this part of the interview, you should review the candidate's resume and note any sections that you have questions about, such as a gap in employment or frequent changes in positions. Compile a list of conversational questions about the candidate's past job experience, what skills she has that relate to the tasks of the position being filled, and any practical examples of challenges she faced in previous positions. Take notes, but try to not come to any conclusions. The candidate may or may not meet your expectations for the position with their experience, but making a decision at this point may be expressed to the candidate through body language and tone, causing your interviewee to become uncomfortable.
Scripting one section of your interview as a section on personal information allows you to get to know the candidate as a person outside of their work experience. Examples of personal information question topics include goals, hobbies, social organizations, and education. Include any psychological evaluation questions in this section that, as a manager, give you a better idea of how this candidate thinks, works in a team environment, and responds to stress. Try to keep this section friendly and include a few personal anecdotes from your life to build rapport with the candidate and make her feel more comfortable with confiding in you.
Always end the interview on a positive note. Allow a few moments for the candidate to ask any questions that they may have about the position or the company. Consider asking if there is an area in the candidate's experience that she would like to bring to your attention that was not previously discussed in the interview. Move from your responses to the candidate's questions to a quick wrap-up of the position. Let the candidate know when you plan to make a hiring decision and if there are any further steps that she may be asked to take in the hiring process. Don't forget to thank the candidate for coming in for the interview.
Residing in Los Angeles, Kristin Swain has been a professional writer since 2008. Her experience includes finance, travel, marketing and television. Swain holds a Bachelor of Arts in communication from Georgia State University.