Group Meetings
An interview in which you are meeting more than one person at a time need not take on the overtones of an inquisition. Generally, such an interview is held for these reasons: to save screening time in looking at the better candidates, to enable each interviewer to pick up on points that the others may have overlooked, and to provide a fuller picture of the organization for the candidate.
Since a group interview requires special preparation and a particular strategy for success, always ask these questions when the appointment is made: Who will be present at the interview? Will I be meeting others? At the same time? In successive interviews on the same day? How much time should I bracket for this appointment or series of appointments? At the same time, ask the name and title of each person. Finally, ask the reporting relationships and how each person fits into the organizational chart. Write the names and titles (and departments if different) on an index card in order of reporting relationships. Clip the card to the top of the yellow legal pad that you will keep in front of you during the meeting. When you get into the interview, code each individual from left to right on your card. (You may wish to draw a diagram to make this clearer)
Who's In Charge
One person will generally set the agenda of a group interview and host the meeting. The session might be held in the host's office, a conference room, or a restaurant. Since group interviews often occur as second meetings, you are likely to have already met the person who will run the meeting. If this is not a second appointment, you may have been through an initial screening by that individual before being introduced to the others. In either case, this is not an inquisition. In fact, it's an opportunity.
By practicing the same nonverbal skills discussed earlier, including posture, eye contact, and voice tones, you have the opportunity to make a favorable impression on several people at the same time. This is actually easier on the psyche than trying to maintain a high level of performance while being led through sequential interviews with different people.
The social amenities will be predictably brief, and the meeting will generally begin with an overview by the host—in this case, Leslie Wood. She may also set some ground rules about who will speak or ask questions and when you will have the opportunity yourself to speak or question.
If you are to sit in a lounge area with chairs and a sofa, try to seat yourself in one of the chairs. Besides the previously mentioned disadvantages of sofas and low seats, sitting on a sofa in a group interview is likely to put you sideways to at least one of the interviewers, or even worse, between two of them. A separate seat need not be the hot seat: In this case, it can become the director's chair.
If you are to sit at a rectangular conference table, sit opposite your interviewers for the same reason. If you are to sit at a round table, try to position yourself with your back to a solid wall rather than a doorway. In either situation, avoid facing bright sunlight.
As you maintain your alert and attentive posture, be sure to look at the person who is speaking or to whom you are speaking, even if that person is not looking at you. Convey your interest in what is being said at all times. That is especially important when the speaker is being supportive. Also, doing so can help keep everyone focused on the speaker rather than on you. It shows you to be a courteous person.
Down To Business
The business of the interview starts with the first question, usually asked by the host. Remember, though, you’ve still buying, so remain assertive. If you haven't yet been given the specifics of the opening, you will need them now so that you can participate effectively. You need to know as much as the others do about what you're there to talk about, so ask for the information. Here's how.
"It might be appropriate," you begin diplomatically, sharing your eye contact with everyone as you continue, "for you first to describe the position more fully. Then I can be more responsive and make the best use of everyone's time. Could someone do that, please?" Look directly at the host as you conclude. It's her show, and you would not have been introduced to the others unless there was some desire to see you succeed. She has a stake in your doing well at this point.
Once the job is described for you, most likely by the host, who is the department's vice president, thank her. You are taking charge, but in a most appropriate manner.
If no one advances a question right away, follow through with something like this: ''I appreciate your giving me this opportunity to learn more about the position. Would this be a good time for someone to tell me how it fits into the departmental scheme of things?" As you end, look at Correll. As the personnel representative here, he should take over the ball now. He may turn to Wood for a nonverbal go-ahead, and then start to speak.
If you have been able to carry this scheme forward this far, you are fortunate. Usually at this point, if not before, the discussion may become more free-form, or Wood may initiate a question or ask others for their questions.
Keep in mind that you haven't heard from two others in the meeting yet: Jane Pearson and Tom Settle. Does your position interface with sales? Does the director of marketing report to you, or work with you? You need to know. It is important to clarify the reporting relationships in terms of responsibility, accountability, and authority. Do it now, before you are hired. Don't wait until it's too late and then find you have problems getting your job done because of the way the chain of command is structured.
As the interview proceeds, everyone should take turns speaking and listening. The old adage about people having two ears, two eyes, and one mouth comes to mind here. Listen carefully and fully. Take notes. Answer each question completely according to the guidelines covered previously, but don't volunteer more than you were asked.
Thirty minutes gives you time for only fourteen questions or so in a one-on-one interview; even an hour gives each participant time for only a few questions in a group interview. And, of course, the more people who participate, the fewer questions each can ask.
Don't hesitate to ask the other participants specific but friendly questions about their functions. They will be answering in front of their colleagues and they are almost obliged to respond, so this can be a real opportunity to learn about your potential coworkers.
One candidate who did ask questions had learned through his personal contacts during the research phase that the department had a serious problem with one employee and no one seemed to be dealing with it. The candidate used the group interview situation pointedly to ask the individual's supervisor (who would be reporting to the candidate if hired); "Since it would be to everyone's benefit to exercise honesty and candor with anyone you plan to hire, can you tell me about any personnel situations in your area that I should know about in considering this opening—while still respecting individuals' rights of privacy, of course?"
