Perfman HR: Follow-Up Interviews

Perfman HR: Follow-Up Interviews

Perfman HR: Follow-Up Interviews

If you've narrowed down your search to a fewstrong candidates, you might want them to beinterviewed by others in your group. In additionto managers, include peers and subordinates inthis processto eliminate candidates who snubthose lower in the pecking order. Be aware thateach interviewer will probably view the individualdifferently, not only because the candidatemay demonstrate a different level of energy andpreparedness with different people, but becauseof the interviewers' varying points of view. As amanager, you need to decide which of these reactionsare valid and which might be biased.

If you haven't already requested a list of references, end your round of follow-up interviewsby asking for the names of former bosses,colleagues, direct reports, and character references. It's important that you contact as many ofthese people as you can to corroborate informationprovided in the interviews. If the candidatehas not yet signed a release permitting you toquestion references, this is the time for him to doso. The form should state that the applicant agreesnot to sue you or any former employers based onwhat you learn during the reference checks.

Checking Out Promising Prospects

Lies and exaggerations on resumes are increasinglycommon. A 2004 survey of 2,500 humanresource professionals conducted by the Society for Human Resource Management reported that96 percent of respondents said their companiesalways check references, credentials, or both.It's becoming easier than ever for an employerto discover the truth, either by hiring a specificoutside firm to check the candidate's backgroundand confirm information on his or her resume and application, or by doing their own legwork.A visit to Google or other Internet search sitescan yield a wealth of facts on an individual inminutes. In addition, various specialized testscan generate still other information.

If you've narrowed down your search to a few strong candidates, you might want them to be interviewed by others in your group. In addition to managers, include peers and subordinates in this processto eliminate candidates who snub those lower in the pecking order. Be aware that each interviewer will probably view the individual differently, not only because the candidate may demonstrate a different level of energy and preparedness with different people, but because of the interviewers' varying points of view. As a manager, you need to decide which of these reactions are valid and which might be biased.

Sonal Aurora is director and co-founder of one of the largest players in the Recruitment Consultants India Market. For more articles on personal success tips go to www.perfmanhr.com

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