Libraries Human Resources
511 Paterno Library
University Park, PA 16802
(814) 863-4949
(814) 863-5592 - Fax
UL-lhrwebsite@lists.psu.edu
Staff Directory
By following the below guidelines, supervisors can ensure successful hiring practices. Taking time to prepare prior to the interview, and adhering to proper interview practices can make hiring more efficient and will help to promote selection of a candidate who will be qualified, perform well, and will fit in with the other staff.
Select who will be interviewing the candidate. Depending on the nature of the position, it may be wise to have the candidate interview with you, coworkers in the same department (to provide a better indication of the daily work and environment), and also any subordinates. In higher level positions, members of administration should be included, and often the interviews should consist of several group interviews to include different levels of staff. It is best to meet with these groups beforehand to go over who should be asking which questions or covering certain topics, and to explain what is expected of them as far as feedback after the interviews. Make sure you stress documentation of the candidate's responses.
Have core questions prepared as a basis for comparison. Each person interviewing the candidate should know what questions they are to ask, and should know that they may ask additional questions in follow-up to the candidate's responses.
Prior to the interview, read over the application materials and resume or vitae thoroughly. Highlight any areas where you have questions or would like more information from the candidate. This prevents awkward pauses during the interview as you read through the resume and gives a good starting point for wording the core questions, or asking additional questions related to their experience. Be sure to look over the employment history for time gaps. Be careful about making assumptions. The important thing to remember is to question any significant gaps. Also, be sure to ask about reasons for leaving positions, especially if the candidate seemed to change positions frequently or had positions for short periods of time.
Make sure anyone interviewing is aware of questions they should not ask that would be considered illegal or inappropriate.
Decide ahead of time what type of interview you would like to conduct. You may want to include role-playing, case studies for the applicant to read and then respond with a written solution or plan of action, or request that the applicant bring a prepared presentation. Depending on the position, especially when conditions are less than ideal (such as a hot or dirty environment), a tour of the work area is suggested. Consider your work habits when choosing a time for the interview. If you are at your best in the late morning, try to schedule at that time. Do not schedule back-to-back interviews. It may be intimidating for the candidates to see one another, and it does not allow extra time if the interview runs over.
It is very important to make the candidate feel comfortable. This should not feel like an interrogation. Begin by coming out of your office to greet the candidate and walk him/her to the interview room. It can be very intimidating for a candidate to be led into an office where the interviewer sits waiting behind the desk. A room should be selected that will allow for quiet and privacy. If you need to use your office, be sure that your calls are held or that your phone is forwarded to voicemail to prevent interruptions from calls.
Open the conversation with "icebreakers" to make the applicant feel at ease. Comment on the weather, ask about their trip in, if her or she found parking easily, etc. Never begin with "Tell me a little about yourself." This could initiate a long-winded employment history, or the applicant may launch into a lot of personal information. It could also make them more nervous.
Begin your questions with a brief overview of the position. Do not go into great detail, because that can sway their responses or limit them. Give them a brief introduction so that if they misunderstood the posting or some major part of the job (such as required travel), they have an opportunity to speak up before wasting your time and theirs.
Be sure to watch for nonverbal signs, such as the candidate's body language. You can usually tell if they seem enthusiastic about the subject, or may notice that they become tense when you ask about the reason for leaving the last position. Use these clues to know when to ask for more information about a subject. If you feel that a candidate is lying or hiding something when responding, ask them to elaborate in order to get more information or clarification.
Approximately 80% of the interview should be the candidate's responses. You should control the flow of the interview, but it is best to ask questions and be sure to listen to the responses and take good notes. If you find yourself doing most of the talking, do what you can to encourage more from the candidate. If the responses are brief, ask them to elaborate.
Ask open-ended questions. Do not ask questions that require a yes or no, or short response. By asking open-ended questions, it allows the applicant to respond completely and often will reveal more that will lead into additional questions.
Be sure to include any negatives about the position. Creating too "rosey" of an image does not give the applicant a true description of the position. Giving them a false impression of the job they are accepting, or not revealing a real negative, such as undesirable conditions or extensive travel, could cause serious problems later.
Be flexible with the questions. Often a response will offer an easy transition into another question. If you need to go back to one of the questions that you skipped, just make a note in the margin. You can also note anything that you would like to ask more about, or go back to after the other questions.
When interviewing someone you know socially, or a colleague, it can be awkward. To break the ice and to help put you both at ease, you can comment on the situation, "Well this is a little different, isn't it?" Otherwise, stay professional and handle the interview as you would with any other person. If you feel that the relationship would cause a problem with your discretion, contact LHR for assistance on how to proceed.
If multiple interviews are being held, care should be taken not to comment to members of the other interview groups after your own interview, so as not to give them a rosy or negative impression of the candidate prior to their interview.
Do not focus on one poor response from the candidate. It could be that the person misunderstood the question or was simply nervous. If you are concerned that the question was misinterpreted, you can rephrase the question or ask the candidate to elaborate on the original response.
Do not give the candidate a negative or positive impression of how the interview went. You do not want them to assume they will be receiving an offer. You may simply thank them, and say that you enjoyed meeting and speaking with them.
Give the candidate an estimated timetable on your decision process and when they should expect to be contacted. Also give them an idea of when you would like the successful candidate to start.
Never offer the position during the interview. It is important to review materials and compare the notes for those you interviewed. Again, take your time when making the decision to ensure a successful hire.
When interviewing an individual with a disability, please review these tips.
Even when the need to hire is immediate, do not rush through the hiring process. Being thorough will save money in the long run. If the best candidate is not selected, it will be costly later if the person leaves and the process, as well as all training, must begin again.
Do not compare the applicant with yourself or with the incumbent. People also tend to like those with personalities most like their own. Be aware of this and focus on the job requirements and candidates' knowledge, skills, and abilities. Finally, just because the person is likeable does not mean they are the best-qualified for the position.
Try not to feel sorry for candidates who may be in a bad situation, such as having just been laid off. Doing this could unintentionally create a bias for this candidate. You must make every effort to consider each applicant equally and select the best candidate.
Remember that skills can improve, but personality and attitude will most likely not change. Be sure to consider potential. Although one person might have better skills, it is important to consider all factors when making your decision.
When reviewing experience, make sure to take into consideration the size of the organization. Experience in a small public library is most likely very different than that in a large university library.
Once you have selected your final candidate, reference checks should be completed. The University now requires background checks of all newly hired individuals, but this should not take the place of checking references. For information on how to complete a successful reference check, see the Guide to Successful Reference Checking.
Be understanding of the amount of notice the employee is required to give. Here at the University, non-exempt staff are expected to give at least two weeks notice, and Exempt staff are expected to give a month notice. Depending on projects in which the candidate is involved, or if relocation is involved, the candidate may request a longer-than-required notice.
It's best to get off to a good start and be flexible with the start date. If special circumstances require the candidate to ask for a later start date, consider the big picture. If the person has the desired skills it will be worthwhile to wait. If the candidate turns down the position because of a firm start date, the search may have to begin again and this will be costly in terms of time and resources.
Diversity in the Interview Process
Evaluating Customer Service Skills During an Interview
Illegal or Inappropriate Interview Questions
Tips for Interviewing an Individual with a Disability
Guide to Successful Reference Checking
OHR's Sample Interview Questions
