Foundry Trade Journal Feb 2005
Welcome to the Interview
During the course of undertaking numerous foundry recruitment assignments, we have often had to stress the importance of ensuring that there is a structured and planned programme when selected candidates are presented and start discussions with our clients.
There are many companies in industry who undertake the recruitment process without the help and guidance of recruitment consultants and we hear about the failure of Managers who have not been prepared in their interview programmes. This can result in losing outstanding candidates who believe that the company who cannot undertake a correct interview procedure is not properly managed and less attractive than say a competitor.
As recruitment specialists, we undertake a full interview and assessment analysis of candidates and offer our clients advise and guidance in the recruitment process to ensure that a success appointment is made.
To the candidate the interview is a key part of their future career and for those who have not been to an interview for many years it can be a somewhat nerve-racking event. So there are key aspects of interviewing that should be followed to ensure that there is a successful conclusion.
To the person conducting the interview it becomes essential that the best candidate is appointed who meets the requirements of the Appointment Specification. This, of course, leads on to the question of whether any consideration has been given to the preparation of an Appointment Specification before the interview or whether they are working to the policy of “ we know what we want”.
As a usual part of our services an Appointment Specification is normally prepared and advised to our clients because it helps to highlight not only the academic standards required but also the key elements of the appointment required for the candidates to be successful in the years ahead.
When our clients receive from us information about selected candidates, we often ask the question whether the client has had experience in interviewing candidates or if they require any additional assistance from us with the interview process.
Some guide lines and general recommendations used when advising our clients may seem to be obvious but every one is complimentary to each other and an important aspect of the initial meeting.
Ensure all interruptions and all telephone calls are diverted and that the mobile is switched off. Make sure that the relevant dBA Candidate Report can easily be referred to during the meeting.
Always begin the interview on time with a friendly welcome, and then a short introduction of the company and details of the appointment to be made.
Have a planned approach to the interview and keep to a strict chronological order when discussing the candidate’s career path. We would recommend that before the interview commences a series of key questions are prepared. It is essential to examine and to confirm with the candidate about the key elements of the appointment under consideration and to confirm whether the candidate has the appropriate technical competence and the relevant management skills.
It is the candidate who should do most of the talking and from experience we have found that there are occasions when the candidates are given limited opportunities to give their views and opinions.
We also recommend that there is a confirmation with the candidate regarding the conditions of service to ensure that there are no areas that could create problems and difficulties. For example, are there any restrictions about working for a competitive company?
On occasions, it is useful to give the candidate a tour of the plant, but this must be planned. If the interviewer cannot take the candidate around the plant then the person appointed to escort the candidate must be fully briefed. That person must be able to give an excellent impression of the company. We have had a case of a Manager who had been delegated to undertake this role but whose aggressive attitude and language to some of his shop floor colleagues and resistance to answer questions was unacceptable to the candidate and consequently made the candidate rethink whether he wanted to join the company.
It is always good etiquette to inform the candidate of an approximate time when they would be informed about the outcome of the interview. Delays in making a decision and in arranging final interviews can lead to a suitable candidate deciding not to continue because they believe that delaying a decision may reflect upon the company who cannot make quick and decisive decisions.
We always impress upon our clients to consult with us after their first meeting with our referred candidates to enable a short period of further consultation before any final decision is made.
Candidates with experience and expertise in the manufacturing sector are in high demand and it is therefore essential for a company to plan and organise their interview programme to reflect that they are an efficient and progressive company that only want the best.
In all aspects of the interview procedure, whether for our clients or indeed for our candidates, the role of de Belder Associates Ltd is to ensure there is a confirmation of the suitability for both parties and to ensure a satisfactory and successful conclusion to the introductory meeting.
