TPD collaborated with Jazz, an applicant tracking system (ATS), to host a Webinar about 'Interviewing for Fit'. Webinar attendees learned how to put together a positive candidate experience, and uncovered new ways to prepare for interviews to get the most out of each conversation. The topic generated some great buzz, so we had TPD's Director of Recruiting, Nikita Weisgerber, answer some of the most pressing questions that came out of the online workshop:

Can phone interviews be considered as a first interview or does it have to be a face to face?

Absolutely - Phone screens and first interviews can be via phone. At the same time, I wouldn’t consider this an interview. A phone screen should be used to pre-qualify and make sure it’s an initial fit.

Conversely, your first interview (work-life history) needs to be a deeper dive. It should take 45 minutes or more. An applicant will not have that amount of time during a phone screen, nor is it respectful to ask.

For first interviews, video interviewing is a great option and kind of a happy medium between phone and in-person! Still, if geographically possible, I strongly recommend meeting with finalists in person.

What are the best questions to ask during a phone screen? Should we delve into competency questions that early?

Phone screens are pre-qualifiers, so I wouldn't get into competency interviewing at this stage. This is because applicants will often have applied to 20+ jobs. Understanding that, I'd start with a summary of your company and what the role is. Most importantly, make it enticing, make the candidate want to hear more and continue the process.

Getting into specific questions – Ask why the role interests them, why they're looking for a new opportunity, if compensation is aligned, and if they meet the basic requirements (hours, location, etc). Once you’ve gone through those, let them know what to expect in terms of the hiring process at your company. I'd also explain your reference check practices here, as well as and requirements like drug and alcohol screening or background checks. Be careful not to ask them if they have a criminal record or if they’ll pass a D&A – Just state that it’s a requirement for the role.

What if a candidate asks for feedback, but it is a negative reason? (ex: detect negative attitude)

In a perfect world, you've detected this early enough in the process (phone screen) that you can send your regular, short and sweet rejection email. If a phone call is due - Honesty is key. Again, keep it brief, objective, and focus on the job requirements rather than personality. If you can, balancing the feedback with what the candidate demonstrated well in the interview helps.

When and how do you offer feedback?

This depends what stage of the process they made it to. To some degree, Jazz allows you to automate rejection emails into your hiring workflow. With that in mind, I believe that once a candidate has invested time in interviewing with you – they deserve a phone call.

Even if they aren’t hired, candidates appreciate feedback on the process. By providing feedback, they’re going to have a more positive and lasting impression of your company. Most importantly, if the candidate is a good cultural fit, and you’re making your decision based on merit or experience – Leave the door open to come back to this candidate for future positions.

While it can be time consuming, if you demonstrate a genuine interest in the candidate’s development, connect with them on LinkedIn, or find a way to keep in touch – the benefit will come back to you in the end.

We don’t normally provide feedback to candidates as it opens up the door for a discrimination claim. How do you avoid this?

Simply put, don't make decisions based on discriminatory factors in the first place! That being said, you’re probably referring to a candidate’s perception, which isn’t always the reality of your decision. Some ways to tackle this and minimize your liability: Be consistent about how you treat all candidates (ask all candidates the same interview questions), don't ask for irrelevant information, focus on the requirements of the job, and make your decision as objectively as possible.

When you do offer feedback, keep it objective, to the point, and refer back to competencies. If you can't give a job-related reason, you're better not to give a reason at all. If you find yourself in that situation often, I'd encourage you to reflect inward and make a conscious effort to set aside your personal biases and stereotypes during the selection process.

Want better preparation when interviewing candidates? Check out out free Interview Guide Checklist below and make the most of the interview process: