| By Ted Whitehead & Mary Ellen Irwin, December 1999
Volumes have been written and spoken on how candidates should conduct
themselves in a job interview, but little is noted about how the interviewers
comport themselves. Perhaps the adage that �there is nothing so perishable
as an empty room,� should be replaced with, there is nothing so perishable
as a good candidate.
One of the most important functions of upper management is the selection
and hiring of good people who will have a positive impact on the company
and its financial success. But too often the interview itself, in the person
of the candidate, is treated as a necessary evil in an executives� busy
schedule when in reality, the interviewers need is usually greater than
that of the candidate.
In an industry where so much focus is justifiably spent by management
on guest satisfaction, we consistently and emphatically emphasize to our
associates that this is a people business. Yet during the interview process,
this attitude sometimes gives way to one of indifference or worse. Perhaps
it is time we gave some consideration to �shopping� the interview process
along with hotel and restaurant operations. I have seen and spoken to candidates
that were so disillusioned by the process that they refused the job offer
or even a second interview, and the company lost what might have been one
of their most important assets.
If you are dealing with a reputable search firm, the candidate has been
selectively recruited, well screened and is highly motivated for the job
opportunity. They have also been instructed to come prepared for the interview,
to think about the company, the job, the issues facing the company, etc�they
are ready! The candidate is interviewing because they have been made to
feel that the company may enhance their present situation, but the company
has just one chance to make a good first impression. If the interviewer
does not impress the candidate, your competition may gain another edge.
In a labor market always seeking quality associates on all levels, I
would suggest that potential employers review some of the following steps:
| Set your appointment making more time than you think you need. Rushing
an interview will make a tense situation more difficult in which to communicate. |
| Be on time for your interview. Keeping the candidate waiting to �set
the tone�, tells the candidate they are not worthy of your time, nor therefore,
of your respect. |
| Greet the candidate with the same sense of graciousness that you expect
of your hotel and restaurant operating professionals when dealing with
their guests. |
| Relax the candidate. Let them know the format for the interview, i.e.,
how long the process lasts, who they will meet, what will be accomplished,
etc. If using a search firm, give the firm the same information so they
can alert the candidate for you. |
| Try not to be disturbed during the interview. Constant telephone and
personnel interruptions disrupt the communication tempo and send the message
to the candidate that you operate in a crisis mode. |
| Give prior thought to your interview. Review the resume, make notes
on questions you may have. Read the cover letter if sent by the candidate
or the presentation letter that is sent by the search firm. The more informed
you are about the candidate, the more time can be reserved for the kind
of spontaneous dialogue on which the issue of �chemistry� is based. |
| Sell the candidate on the benefits of working for your company. Even
if the position is not offered to them, they will tell others. |
| Ask them if there are any questions they would like to ask. Even if
you can�t take care of all the questions in the time period allowed, you
have set the tone of mutual respect. |
| Finally, always leave the candidate better off for the experience of
speaking with you. If it is true that a guest tells ten other potential
guests of a bad experience, imagine what a poor interview experience can
have on future candidate prospects. |
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