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The interview day

Before the Interviews

The panel should meet earlier than the time of the first interview in order to plan or confirm how the interviews will be structured and conducted.

As stated in Interview Structure and Design. It is advisable to use a standard form for scoring. 


The form provided at Appendix 7.1 invites panel members to:

  • Define the criteria they are assessing
  • Make notes
  • Record a score against each criterion.
  • The Chair must ensure everyone uses the same order of ranking evidence that a Candidate provides. A suggest ranking is:

0 -  No evidence
1 -  Little Evidence
2 -  Some Evidence
3 -  Substantial Evidence  

 

During the Interview

  • Panel members should not confer and score each candidate independently
  • All panel members need to record evidence that leads them to decide on a particular score. Without comprehensive notes you would not be able to fully recall the amount of information collected during the interview
  • The notes will form the basis of your assessment of candidates.  It is important that you defer evaluation of evidence until the interview has been completed
  • Note that all oral offers are contractual agreements.

 

One model or pattern that could be followed during the interview process is the WASP Interviewing Structure

 

capital W letter blue bgelcome & Build Rapport

Greet your interviewee in a professional yet warm and welcoming manner. Put the interviewee at ease to enable them to give their best. 
  • Common courtesies, opening conversations about the day, or their journey.
  • Proper introductions which explain the interview procedure, how long it will take, and that you need to take notes throughout the discussion
 

capital A letter blue bgquire Information

Candidates want the opportunity to sell themselves. The aim should be to allow 80% of the interview for the candidate to speak. A structured conversation. 
  • Asking well-paced, structured questions.
  • Active listening requires concentration, thinking about what is being said and ensuring that the candidate knows that he/she has your full attention. Ensure you provide room to listen and think.
  • Assessing Candidates
   

capital S letter blue bgupply Information

After you finish your part of the interview you should always give your interviewee the opportunity to seek more information about the job or ask clarification on matters.
The questions asked will give further insight into how prepared he/she was for the interview and how much he/she cared about learning about the organisation in advance. 
  • It is key to manage expectations in all your communication with potential new employees.
  • In all type of communications (job ad, notes to interviewees, interview, conversations) you are creating expectations about the job and the Methodist Church
  • Be clear about what they can expect from the job, do not oversell the position if you cannot keep your promises
  • Do not promise Training & Development if you cannot follow through on it
  • Anything promised verbally at the interview is legally binding.
 

capital P letter blue bgart Ways

End the interview on a pleasant/friendly note; thank your interviewee for coming and give a time frame in which he/she can expect to hear the outcome.

 

After the interview

Each panel member should create and an overall ranking of candidates based on their scores.

 Blue Down Arrow

Panel members should discuss the scores and explore the differences that have emerged referring to the evidence that has been recorded.