Modern interview theory subscribes to a single, universal theory around which almost all employment selection processes are designed. This theory is as follows:
Past performance and behavior are the most reliable factors known in predicting future performance and behavior.
With this theory in mind, it is important for the interviewee to know that the employer's basic interview strategy will be to use the interview discussion to uncover past performance and behavioral evidence in those areas that the employer considers important to successful job performance. These important areas are commonly known as selection criteria. It is against these criteria that the employer will be comparing the qualifications of prospective candidates, and eventually arriving at a final employment decision.
It should be evident that, as the candidate, it will be necessary for you to get some definition of these selection criteria if you expect to be successful in developing an effective counterstrategy. The key to accomplishing this is to force yourself to think as the employer does. Specifically, the question to ask is, "How does the employer go about developing candidate selection criteria?"
DEVELOPING THE CANDIDATE SPECIFICATION
The first step used by the employer in structuring an interview strategy is usually development of what is commonly known in professional employment circles as the candidate specification. This document typically describes the candidate sought by the employer in terms of such qualifications as knowledge, skills, experience, and other dimensions thought to be necessary to successful job performance. The candidate specification is normally prepared by the hiring manager, with occasional assistance provided by other department managers and/or the human resources department.
When well-prepared and carefully thought out, this specification can be a very valuable document. It frequently serves as the focal point for the employer's entire interview strategy. Advance knowledge of the contents of the document could prove equally as valuable to the interviewee, since it could be used as the basis for formulating an effective counterstrategy. Since this is not a practical consideration, the candidate must go through the same process as the employer in attempting to construct this specification.
When preparing the candidate specification, most hiring managers will review such things as the position description, current year's objectives, business plans, and so on. In essence, the manager is reviewing the general responsibilities of the position in an effort to determine the kind of person needed to meet these requirements. Such review typically results in a candidate specification that includes the following general categories: (1) education, (2) knowledge, (3) experience, (4) skills, and (5) personal attributes.
A typical candidate specification would probably read as follows:
Education. BS degree in mechanical engineering preferred; degree in chemical engineering acceptable.
Knowledge. Paper machine project engineering; wet end sheet formation.
Experience. Two plus years in design, installation, and start-up of tissue and/or towel machines; twin wire-forming machine experience helpful.
Skills. Solid engineering skills in mechanical design; project leadership of contractor personnel.
Personal Attributes. Intelligent, articulate; able to work effectively in fast-paced construction/start-up environment; willing to work long hours, including frequent evenings and weekends; willing to travel at least 40 percent of the time, including weekend travel.
Although admittedly a fairly abbreviated description, this candidate specification is very similar to those used by most organizations.
The employer's strategy now becomes one of interviewing to determine how well the prospective candidate meets this specification. In my example, some of the candidate's qualifications for the position will be evident from a quick review of the applicant's resume. However, such areas as "level of engineering knowledge" and "level of intelligence" cannot be measured by using the applicant's resume. These can only be ascertained through the interview process.
