Determine the interview schedule based upon search committee availability. Ensure enough time is allotted before and after the interviews for preparation, candidate rating, discussion, and/or to prevent candidate overlap.
Interviews should ideally be scheduled within days of each other (versus 1 week apart) to ensure each candidate is fresh in the minds of the search committee. Candidates should be given itineraries ahead of time.
The hiring manager is responsible for scheduling interviews.
Reminder: Because the applicants are not viewing the job description on the job postings page, it is important that the hiring manager send a PDF version of the job description to candidates they plan to interview before any phone/video screens and interviews. This can either be done in a separate email, or can be attached in the Google Meet invitation.
Video/Phone interviews
Applicants selected for the video/phone interview will speak with the hiring manager and/or search committee members.
If the search committee and not just the hiring manger is conducting first round interviews, book a conference room, which has the required audio and video equipment. Verify that all equipment works and test for audio and video quality beforehand.
How to conduct Google Meet interviews:
The college uses Google Meet to conduct video interviews. Google provides a helpful guide for scheduling and starting a video meeting.
When creating the invite, select “advanced options” and click “make it a video call.” The candidate and other interviewers’ names can be added to the invite. On the day of the interview, go to the calendar link and click “join meeting.” The candidate will click the link in their email to join the meeting.
On-campus interviews
Ordinarily, 2-3 finalists for each position should be brought to campus for an interview. Candidates selected for on-campus interviews will meet with the hiring manager, search committee members, other department staff members, and potentially the Vice President. It is ideal to coordinate schedules so that candidates only need to come to campus once for the interviews, though some positions may require two visits to campus. HR does not meet with candidates when they are on campus interviewing. HR will have a phone interview with the top candidate at a later time.
To be equitable, each candidate should have the same interview experience. If Candidates A and B spend 2 hours on campus and have a tour, then candidate C should have the same schedule. Templates found in the Applicant Communication Templates document may be used for scheduling phone/video interviews and inviting candidates to campus for interviews.
Travel reimbursement
Consult with HR before any travel expenses are incurred for non-local candidates. HR must have a conversation with non-local candidates BEFORE any travel arrangements are made in order to confirm interest, competing offers, salary, etc.
HR may reimburse recruitment expenses for job candidates in accordance with the Travel and Mean Expense Reimbursement Policy, which can be found in the Travel and Meal Expense Reimbursement Policy. This policy is subject to change.
Generally, travel expense reimbursement is available for up to 1 non-local candidate per open position, if they are the #1 or #2 candidate. For hard to fill positions, recruiting expense reimbursement may be available for 2 candidates per open position; however, the hiring department will need to pay for one of the candidates’ expenses.
Set a relaxed atmosphere for the candidate. Start with an icebreaker about the weather, etc., or offer the candidate water/coffee. Have all interviewers introduce themselves and state their title and relationship to the open position.
Provide the candidate with an overview of the interview format. For instance, tell the candidate that a series of questions will be asked, time will be allowed at the end for the candidate to ask questions, and the interviewers will be taking notes.
Provide a brief description of the job and any special requirements (e.g., travel, weekend work, overtime, etc.).
Ask about applicants’ reasons for leaving current and past jobs. Look for this information on the application and discuss this during the initial interview.
If the reason for leaving is listed as “fired” or “will explain,” dig deeper for details. It is important to understand why they are leaving their current job and why they left their past jobs. “New opportunity” is not a good reason. Probe and find out the real reason.
Ask about gaps in employment.
Stick to the script of pre-approved interview questions. Probe for additional information and/or inquire with relevant follow-up questions about what a candidate said. However, do not ask additional non-relevant questions as all candidates must be asked the same questions.
Show respect for the candidate at all times. Remember the 80/20 rule – candidates should talk 80% of the time, and interviewers should talk no more than 20% of the time. Listen carefully to what the candidate says, respond when necessary, and always maintain control of the interview.
Allow silence so the applicant can gather their thoughts. If it appears that the candidate is challenged by a question, ask the question in a different way so that they better understand what is being asked.
Keep track of time. If you need to speed up an interview because the candidate is spending too much time answering questions:
- Let the candidate know that the interview is running behind and you’re concerned about getting through all of the questions.
- Start a question with, “In 5 minutes or less, tell us about…”
The interview is as much for discerning attitude as it is aptitude.
Give the candidate 15 minutes at the end of the on-campus interview to ask questions. If you are asked a question that you don’t know how to answer, either refer the candidate to HR, or state that you are unsure and that you will need to get the answer and follow up with them.
Pay attention to the types of questions a candidate asks during the interview. Have they done their homework and visited our website prior to the interview? Complex questions versus simple questions which can be answered by visiting our website indicate initiative, resourcefulness, and an effort to learn about the college. A good question from a candidate may yield as much information as a good answer.
Sell St. Olaf as an employer of choice by sharing positive experiences. Interviewing is a two-way street. While we are interviewing candidates to determine if they will be a good match for our employment needs, candidates are looking at St. Olaf and trying to visualize themselves working at the college. We need to do everything we can to answer questions and address concerns.
Inform candidates of the next steps in the process and the expected timeframe.
Thank the candidate for coming to the on-campus interview, and if time permits, provide a quick tour of the office. Escort applicants out of the office (or to their next appointment) and confirm they know how to get back to where they parked.
No matter how interested you are in a candidate, do not offer them the job in the interview.
Immediately following each interview while the information is still fresh in mind, all interviewers should use the Video/Phone Interview Evaluation for phone/video interviews and the Candidate Interview Evaluation Form for on-campus interviews as a tool to fairly and objectively assess candidates. These forms work best if completed individually by each interviewer and then the results are discussed as a group.
All selection decisions should be based on facts and information, and not just a gut feeling about a candidate, as the friendliest person may not be most qualified for the job.
If others, outside of the search committee, were involved in the interview process, the hiring manager gathers feedback from those individuals.
The search committee discusses candidates and determines if they are qualified for the position and how they either fit in or add to the department/college culture.
If ratings vary greatly, interviewers should discuss their reasons, resolve any major differences and then use judgment for the final evaluation. The department manager and their supervisor are the ones who make the decision as to who will be offered the job.
If the final 2 candidates are very competitive, then references for both candidates should be checked. Obtain the reference information needed from the candidates. Ensure they have given permission to contact present or past immediate supervisors.
Decide if there is a suitable candidate and make a recommendation to the appropriate higher level management. Once their approval has been received, contact HR to discuss the top candidate.
If there are any questions or concerns throughout the process, discuss with HR.
Utilize the Reference Check Form when talking with a candidate’s references.