Interview Guidelines

Best practices for conducting interviews

Hiring decisions are among the most important and complex decisions most professionals have to make, given the impact to an organization and to an existing team. Such decisions must be made with great diligence and reflection with an appropriate time allotted to the process.

The keys to a successful competition are objectivity and fair and equal treatment of all eligible candidates, in accordance with collective agreement(s), handbook(s), and other policies.

The following guidelines have been developed to assist you in preparing for the interview process in which consistency is critical.

Note: It is the responsibility of all parties involved in the hiring process to maintain confidentiality of the selection process.

Guidelines

• Have an understanding of the essential functions and requirements of the position well in advance before the position is posted. The job description serves as the benchmark which all candidates are to be measured.
• It is recommended the hiring department choose a diverse selection committee where candidates will see themselves reflected. The committee, for example, should have a vested interest in the responsibilities of the position, and knowledge of the goals of the unit or office, working relationships, and supervisory responsibilities.
• Prior to conducting the interviews, each member of the selection committee should review the posting and job description in full detail, including the qualifications/experience as stated on the posting. As necessary, the selection committee should also meet to discuss in advance of the commencement of the interviews to ensure a consistent understanding.
• As applicable, consider having the candidate bring a portfolio of work to demonstrate accomplishments and related skills.
• Each interview panel member should acknowledge their own different attitudes, values, and beliefs and that they are bringing them into the interview, self-aware or not. Interviewers must work to address any biases or preconceived ideas about people singly or in groups, and consider an applicant solely on how he or she will perform a certain role in a particular environment. (Source: Professional Recruiting and Hiring Practices in Canada, 2012).
• A chairperson needs to be assigned to the selection committee. Suggested responsibilities of the selection committee chairperson during the interviews include:
  • Provide selection committee with selection criteria
  • Ensure that the same procedure is followed for each candidate
  • Escort the candidate into the room, introduce the panel, put the applicant at ease, explain the interview process, and ask the first question
  • Ensure that no inappropriate questions are asked
  • Inform the candidate of the timeline for selecting a finalist and filling the position
  • Keep to the time schedule
  • Close the interview
• Based on the job description, develop a structured interview plan. This will ensure that each candidate has an opportunity to offer responses to the same questions, providing you with a basis for a comparative assessment.
• Be sure to focus the interview questions on job-related matters (see below for examples). Formulate questions that will assess if a candidate meets the established requirements. Ensure compliance with Human Rights Legislation with respect to the questions that can/cannot be asked. Use behavioral interview questions that ask for specific examples of past experience.    
• Allow silence after asking a question so that you don't interrupt the candidate's thinking process. Encourage candidates to take their time.
• Make notes during the interview on applicant responses. Advise the candidate that you are doing so. Using a template, record your evaluation of each candidate, preferably with a rating scale, at the end of the interview.
• Have an awareness of the reputational implications of the interview.  The candidate is also assessing Dalhousie and the position as a place to work and a university to recommend to future students. Communicate the total compensation package in working at Dalhousie.
• Job-related testing is also recommended as part of the selection process. The nature of the test will depend on the duties and the responsibilities of the positions. Some examples:
  • Clerical position: a Microsoft Word test that will assess a candidate's written communication skills as well as attention to detail and computer proficiency
  • Middle to senior leadership position: a presentation on a particular subject matter followed by a question period from the selection committee
• Ask for work-related (supervisory) references if appropriate, but be mindful not to have a conversation that may be construed as an offer. An offer is to only be made after consultation with Human Resources.
• It is recommended candidates be asked what motivated them to apply for a particular position and how it fits with their career planning and development.

The following are guidelines of job-specific areas from which interview questions can be formulated and ratings assigned. Each area has a specific need with respect to competencies required for success and these should be reflected in interview questions. As well, each role will require different skills and qualifications. For further information on questioning techniques, sample questions, or rating of applicants, please contact Human Resources.

Leadership Roles:

• Leadership style
• Performance management
• Strategic planning
• Motivating/leading a team
• Delegating
• Communication style and strategy
• Goal setting
• Relationship building
• Recognizing others
• Ongoing professional development

Administrative Officers:

• management/supervision
• leadership/coaching/motivating others
• delivering feedback/performance management
• financial experience (e.g. budgeting)
• relationship building
• interpersonal skills
• communication, written (e.g. report-writing) and verbal
• organizational ability
• problem-solving ability
• ability to work independently/past decision-making authority
• computer skills (spreadsheets, etc.)
• project management skills
• salary expectations
• interest in professional development

Administrative Secretaries/Senior Clerical:

• secretarial/office management skills
• computer skills (define: Microsoft Word, Excel, Powerpoint, etc.)
• organizational ability/multi-tasking
• problem-solving ability/initiative
• communication/interpersonal skills
• ability to work independently/level of supervision in past positions
• ability to work effectively under pressure
• supervisory experience/aptitude
• financial experience (define: data entry, accounting, etc.)
• salary expectations
• interest in professional development

Intermediate Secretary

• ability to prioritize work/multi-task/to work for a number of different people
• salary
• interest in professional development