In this series, manpower reporter Tay Hong Yi offers practical answers to candid questions on navigating workplace challenges and getting ahead in your career. Get more tips by signing up to The Straits Times’ HeadSTart newsletter.

Q: I have been tasked with interviewing prospective employees for the first time. How can I be a good interviewer?

A: A job interview serves multiple purposes for employers, says Ms Kwok May Leng, global head of market development at professional body Chartered Institute of Personnel and Development.

Interviews assess how a person’s skills, experience and personality fit the role, beyond what can be gleaned from a resume or curriculum vitae.

Interviews establish a connection with the candidate, thereby assessing his or her interpersonal skills and fit with the company culture.

Employers use interviews to outline their company’s unique culture, as well as the benefits and rewards on offer, which include opportunities for learning and growth, she adds.

It is essential for leaders to be good at interviewing prospective employees.

“Interviews are critical in building high-performing teams. Well-matched employees are more likely to be engaged, productive and satisfied with their work,” says Ms Kwok.

“Conducting effective interviews showcases a leader’s ability to assess talent, communicate effectively and make informed decisions.”

A poor interview experience can undermine an employer’s brand as the candidates might then share their unfavourable impression of the organisation with other potential applicants and customers, she adds.

A well-executed interview should be able to help the hiring manager gain information on a candidate’s problem-solving abilities, she says.

“The interview should help the hiring manager better understand the candidate’s career aspirations and reasons for applying for the position, which are key to long-term alignment with the role and the employee’s growth in the company.”

Ms Loh Kaili, an associate director at BTI Executive Search, says a good interviewer should come prepared by reviewing each candidate’s resume before the interview.

She recommends that interviewers use open-ended questions which require candidates to think logically and express their thought process cogently, as opposed to those that elicit “yes” and “no” answers.

The questions should provide a complex scenario relevant to the job that requires candidates to analyse the situation, determine a task, recommend actions and outline the likely result, she adds.

Ms Kwok recommends interviewers pose scenarios that require candidates to make judgment calls that will vary based on their personal values and working style.

Good interviewers are open-minded and show empathy, she points out.

“They should approach the interview with an unbiased perspective, avoid making assumptions, and show understanding and respect for the candidate’s experiences and perspectives.”

They should prepare a well-organised interview plan to ensure all relevant topics are covered in a logical sequence.

“Make sure it is a two-way conversation and that the candidate has the opportunity to ask questions as well,” she adds.

Of course, there is always a first time.

Ms Loh advises first-time interviewers to shadow their bosses in interviews and try to apply techniques such as the phrasing of questions.

Ms Kwok says newly minted hiring managers and interviewers can improve by first understanding and listing down the skills and competencies that are required for the role.

“Based on these requirements, develop a set of questions that effectively assess the candidate’s skills and qualifications,” she adds.

“For those without much experience, they can tap their HR departments for guidance on best practices, official guidelines and templates, and even conducting mock interviews for practice.”

Employers have a role to play too, Ms Kwok stresses.

“Leading and conducting interviews is a skill that can and should be developed. This is a critical part in hiring talent that are the right fit, and a key area that employers should invest in.”

Employers should offer workshops, coaching or mentoring programmes to help new leaders develop their interviewing skills.

Moreover, employers need to underscore the importance of interviewing candidates well.

For example, organisations could provide guidelines on ensuring recruitment practices are inclusive and that interviewing processes are standardised, says Ms Kwok.

Standardised processes could include using a panel of multiple interviewers, having standardised question sets for all interviews for the same role to ensure fairness, as well as assigning score sheets to each interview for objective assessments.

She adds: “HR professionals should make themselves available to hiring managers throughout the process to give guidance and support on the proposed interview questions.”

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