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People Leaders

Best Practices for Various Types of Interviews

Video, virtual and phone interviews are essential tools in the recruiting and hiring process; enabling more candidates to participate in the process.

  • Video Interviews

    Best Practices for Video Interviews

    Virtual interviews, including telephone interviews, can be an effective method of assessing a candidate’s competencies as they relate to the position for which they are being considered. Be mindful that not every candidate will be able to access virtual interview technology and may need to reschedule or determine an alternate method for interviewing.

    Coordination Details

    • Provide login details, instructions (see below) and an itinerary to candidates at least 2-3 days in advance
    • Zoom technology allows for recording, if you are going to record the interview, inform the candidate when you schedule the interview
    • Set-up a dry run and test technology, lighting, and sound in advance
    • Assign clear roles such as a moderator and tech support
    • Ensure that everyone on the search committee has the job description, interview questions and application materials in advance
    • Create a method to collect feedback (Qualtrics)
    • Determine interview format and communicate it to the search committee (once around or assigned questions)
    • Build in ample time at the end to allow candidates to ask questions
    • Schedule 15 minutes at the end of the interview with just the manager to wrap-up and allow for any additional questions that may come up

    Preparation

    Aesthetic and Video Quality

    • Be sure to test audio and video ahead of scheduled interview
    • Reduce audio and visual distractions in your environment.
    • Utilize a 'blur' effect or a download a Cornell Virtual Background.
    • Be sure to face your light source (window, overhead light, lamp). Turn on extra lamps if necessary.
    • Keep your camera level with your eyes if possible, elevate your laptop with a stand, books or another flat, stable object.
    • Position camera so that there is a little empty space above your head, tilt laptop until you are centered in the frame. 

    Tips for Using Zoom

     Housekeeping and Introductions

    • Ask that all attendees mute their mics when not speaking to reduce background noise
    • Begin with introductions – once around

    Interview Committee Tips for Participating Remotely 

    • Review the candidate materials, position description and interview questions in advance.
    • Find a quiet, private, well-lit place, free from possible interruptions.
    • Ensure your internet connection is stable.
    • Check that your computer’s audio is working.
    • Test your computer’s webcam.
    • Close any unnecessary web browser tabs and applications.
    • When listening, nod and smile to show you are engaged.
    • Use hand gestures when appropriate.
    • Place your phone in silent mode.

    Overcoming Bias

    Awareness of biases can help to mitigate its effects during interviews. Some biases that your interview team should look to mitigate are:

    • Similarity: Tendency to give preferential treatment to those whom people perceive to be like them.
    • Stereotyping: Associating group membership with differing traits and abilities (i.e., The candidate mentioned she has children, so I know she is not interested in putting in long hours) 
    • Atypical experience: Not considering a candidate because of non-standard or mismatched employment history (i.e., I see a gap in employment on this resume, it must mean there is something wrong with this candidate)
    • Loss aversion: The tendency to prefer avoiding losses by maintaining the status quo than by acquiring equivalent gains (i.e., My internal candidate will leave if I don't give them this job, so I don't want to take a risk hiring an external)
    • Conformity: The tendency to do or believe things because many other people do, often due to a desire for harmony or conformity in a group (i.e., The previous interviewer said they didn’t think the candidate would be a good fit for the role, and she must be right) members of their own groups (i.e., the candidate attended my college, so I know they are smart)

  • Telephone Interviews

    Telephone interviews help you to make a general assessment of applicants' suitability in a short timeframe. This enables you to narrow the applicant pool to the top applicants who will be invited for on-campus interviews. They are also useful in searches that have resulted in long-distance applicants who you would not want to incur the expenses of an on-campus interview without some certainty that their qualifications fit the requirements of your position vacancy.

    The structure of the phone interview consists of:

    • A series of questions about the applicant's employment history, qualifications and expectations
    • An opportunity to "sell" your organization and position vacancy to the top applicants

    The questions during a phone interview fall into three categories:

    1. Employer and job specifics
    2. Applicant success profile
    3. Assessment of the applicant's expectations

    Telephone Interview Questions

    Note: All of these questions may not be appropriate for the position that you are filling. Based on the position requirements, select those that give you the information most relevant to the position vacancy.

    Employer and Job Specifics

    • Demographics: If you are unfamiliar with the applicant's employer, inquire about the size and nature of the employer, including such things as the employer's "niche" or specialty, the number of employees, revenues, how long in business, etc. This helps to determine if the applicant has worked in a similar environment.
    • Supervisory responsibilities: Specifically ask about numbers and titles of direct reports. Who does the applicant report to (e.g. title)?
    • Technical systems: Find out about the software environment that the applicant has worked in.

    Applicant Success Profile

    • Progression indicators: Find out what jobs led to the current job at this employer, including transfers as well as promotions. This may give insight into how the person manages their career. How has applicant stayed current in their job? Coursework, special assignments, lateral transfers?
    • Management style: How does the applicant prefer to be managed? (e.g. structure/feedback/direction vs independence and autonomy). What is his/her management style? (e.g. consensus building, participative supervisory style vs centralized, autocratic style of supervision)
    • Reason for leaving: Qualify the reason for the applicant leaving their position. The reason for leaving may help you to understand what drives the applicant. Probe the common answer "need to grow". This can mean a wide variety of things including disappointment in a lack of recognition for skills and accomplishments.
    • Career opportunities with current employer: What would be your next logical move in progression at your present employer? What would have to change at your present position for you to continue to work there?

    Assessment of Applicant's Expectations

    The purpose of these questions are to help you consider if the position you have available will satisfy the applicant based on their reasons for leaving their employer.

    • Assess values and long term goals: What would be three criteria for selecting your next employer? What would be three criteria for selecting your next position? Note: Most people are motivated by recognition, challenge & fulfilling work, not money. If a higher salary is all they state that they want, beware, and probe further.
    • Pace: What is comfortable for them? Moderate, controllable, predictable or fast paced, deadline pressure or hyper paced.
    • Minimum salary: Make sure that you ask what they expect. You may want to have a salary range ready to help focus them. "Not to limit you or commit you to a certain dollar figure, what's the minimum salary you'd consider right to accept another position?"

    Promote Your Organization and Position Vacancy

    If you are still interested in the applicant, cover the following;

    • Description of your department, key projects, what the department is recognized for, etc.
    • Description of how this position fits into the department and supports the department's mission and goals
    • Opportunities for advancement or growth
    • General comment on benefits (e.g. full benefits package)
    • Description of local community for out-of-towners
    • Provide website where applicant can learn more about your department, Cornell, and the community (if applicable)

    Wrap up Statement

    "Thank you for your time today and the information that you shared with me. We have a few more applicants to speak to over the phone before we set up in-person interviews. Allow me to get back to you by [give a date] to let you know if we are in a position to invite you in for an interview."

  • In-Person Interviews

    Scheduling & Preparation:

    • Assemble a team to conduct the interviews and make hiring recommendations.
    • Allot the same amount of time for each interview.
    • Conduct the interview in a comfortable and confidential setting.
    • Schedule interviews at least 45 minutes apart to allow time to complete notes and allow applicants to come and go without overlap.
    • Send out a letter confirming the time, date and location of the interview (include parking and directions). In addition, include any other relevant information (recruitment packet, position description, etc.).
    • Have employment applications available for those being interviewed to complete (if not previously completed).
    • Keep interview within the allotted time.
    • Maintain eye contact, and allow for silence. Remember that the applicant is also evaluating you; take care to make a positive impression.
    • Have a set of the questions and an assessment sheet (pdf)) printed out for each applicant. Leave spaces between the questions so the interview team can record the data during the interview.
    • Allow time for evaluation of applicant after each interview.

    Avoid Common Errors:

    Errors such as interviewer biases reduce interview accuracy.

    • Provide materials to each interviewer concerning legal guidelines. 
    • Include supervisor on interview team, as well as peer level and subordinate positions if possible.
    • Inform interviewee that your organization is using a team-based interview to improve the validity of the process. Let them know the names of the interview team members and their relation to the position.
    • Instruct the applicants to provide transcripts, licenses and certificates before the interview.
    • Utilize same interview structure and questions to ensure that applicants have an equal opportunity to demonstrate their competence.

    Interview Questions:

    • See sample Skills for Success questions (pdf) for ideas.
    • Develop the interview questions based on the tasks and behavioral competencies described in the current position description.
    • Check with your local HR representative or the Recruitment and Employment to make sure all of your questions are legal and/or based on bona fide requirements of the position. See also Employment Policies and Procedures.
    • Ask specific questions, and use follow-up questions for clarification and more detail.
    • Avoid questions that can be answered by "Yes" or "No".
    • For entry level positions, use "what if" questions that describe a situation an applicant might confront as part of the position and ask for the applicant’s response to the situation. Use more complex "what if" questions for more advanced positions.
    • Have team members take turns asking questions. Team members who aren't asking questions can record responses.

    Evaluating Results:

    • Prepare objective criteria to use in scoring responses to each question to avoid basing ranking on hunches.
    • Make sure that the team completes the evaluation of each applicant at the close of that interview and prepare a master record of responses to questions and scoring. This record will be compared against like records for the other applicants.
    • When all of the interviews are completed, the team should compare the records of all of the interviews and rank them by score. The top ranked applicant gets the offer.