How do you select the right person for your business? There is no perfect answer, but the interview process can be a tremendous help if you use it effectively. In other words, you must have completed all of the other steps in the hiring process in order to get the most out of the interview process.

Interviewing candidates for a position within your company is one of the final steps in the hiring process. Before you get to this step, you want to make sure that you've completed all of the preceding steps since each of these steps will have a direct impact on how effective the interview process will be. Below is a list of the steps involved in the hiring process. Note that after you have completed the interviewing process, there are still two additional key steps that you need to complete. In order to achieve the best hiring results possible, just remember that all of the steps are important.

In order, the key steps to finding the right person to fill a position in your company include:

* Determining your need to hire a new employee. Are you properly utilizing the skills and talents of your current employees? Do you know what needs to be done? Can your business growth support a new employee?

* Conducting a thorough job analysis. What are the job's essential functions and key performance criteria?

* Writing a job description and job specification for the position based on the job analysis.

* Determining the salary for the position, based on internal and external equity. Is the salary comparable and proportional with the salaries and responsibilities of other positions inside your company as well as similar positions out in the marketplace?

* Deciding where and how to find qualified applicants. What are the recruitment techniques to be used? What is the time frame for conducting your search? Remember, advertising is not the only, or necessarily the best, way to recruit.

* Collecting and reviewing a fair amount of applications and resumes and then selecting the most qualified candidates for further consideration.

* Interviewing the most qualified candidates for the position, based on the job's description and specification.

* Checking references.

* Hiring the best person for the job.

Hopefully, after reviewing all of the resumes, you will be able to pick and choose a select number of qualified applicants to be interviewed. （If not, you may want to expand your time frame and rewrite any ad copy and/or look at another recruitment technique.）

Now that you know where the interview process fits into the hiring process, let's take a look at the dos and don'ts of conducting a successful interview.

Conducting the Successful Interview - What to Do

1. Prepare in Advance for the Interview

* Know what you want in a candidate before you begin the interview. Review the job specifications and requirements that have been prepared.

* Know the job and its responsibilities. Review the job description.

* Prepare a list of standard questions concerning the candidate's skills, abilities, and past work performance that you want him/her to answer.

* Prepare a list of prioritized and measurable criteria, either in the form of a worksheet or other method, for analyzing and comparing the candidates.

* Review the candidate's resume prior to the interview.

* Set specific appointment times and reasonable time limits.

* Be prepared to justify the use of any required employment test. Typically, the most legally defensible tests are those that involve a piece of the job.

2. Collect Pertinent Information During the Interview

* Since past behavior predicts future behavior, look for the candidate's behavior patterns as you collect information. For example, has the candidate enjoyed big picture work or detailed analysis more? Is he/she more of a generalist or more of a specialist? Oftentimes, by listening to how the candidate responds to your questions about previous jobs, you will be able to get a very good idea of what their behavior will be like in the future.

* Try not to offer too much detailed information up front so that the candidate will be able to formulate answers that exactly fits your company's needs. Don't put the right words in his/her mouth! Remember, the candidate （hopefully） wants the job and will be looking to say the right thing to impress you.

* Ask questions that focus on the candidate's past performances. For example, if the job, such as an office manager, demands an individual who is well-organized and handles paperwork easily, you may want to ask, "How do you keep track of your own schedules and desk work in your current position?"

* Ask specific, structured questions in regards to specific problems that the jobholder may face. Focus on past behavior and the results of the candidate's actions in a particular situation. For example: "As the customer service representative, you may encounter a few unhappy campers who will yell and scream at you over the telephone or in person. Have you had any experience dealing with difficult customers? Who was the most difficult customer you had to deal with? What was the situation? How did you resolve the problem?"

* Notice how well the candidate listens and responds to the questions asked.

* Note the candidate's choice of words and non-verbal behavior. Are they answering your questions clearly?

* Listen to the questions the candidate asks. Clarify the reasons why the questions are being asked. Notice which questions he/she asks first as they may be his/her primary concerns.

* Take detailed handwritten notes concerning job related topics that will help you distinguish the candidates from one another （especially if you will be conducting several interviews）. Help yourself remember each candidate and each interview clearly.

* Record information pertaining to the set criteria that will help in the evaluation of candidates.

* Organize and analyze the information immediately after the interview when memory is fresh. Don't try to remember everything, it's impossible. One idea is to rate each candidate on each of the criteria immediately following the interview.

3. Look and Act Professionally During the Interview

* Dress appropriately.

* Avoid appearing bored and fatigued.

* Set a businesslike atmosphere.

* Structure the interview and inform the candidate of the structure. Let the candidate know you will be focusing on past results and that you will be taking a lot of notes.

* Provide information on the company and the job to each candidate.

4. Treat All Candidates Fairly

* Use your list of standard questions during each interview so that you treat the applicants equally and so you can compare apples to apples.

* Refer to the criteria for analyzing candidates. Ask questions in regards to the job criteria.

* Keep all questions job-related.

* Do not ask discriminating questions.

* Show a genuine interest in every candidate you interview.

* If possible, have at least one other person meet and/or interview candidates who are finalists. They should also rate the candidates on each of the criteria; ultimately, all interviewers should compare their ratings and discuss any discrepancies. Having more than one interviewer helps control personal biases.

5. Be Courteous and Respectful

* Conduct the interview in a private place away from distractions.

* Begin the interview on schedule.

* If possible, conduct the interview without interruptions.

* Allow sufficient time for the interview.

* Appreciate the candidate's accomplishments.

* Do not patronize the candidate.

* Do not argue with the candidate.

* Thank the candidate for his/her time and interest.

6. Facilitate Open Communication

* Immediately attempt to establish a rapport with the candidate by breaking the ice; for example, ask about their experiences in a particular industry or geographical location （refer to his/her resume）.

* Promote a relaxed environment with free-flowing conversation.

* Do not dominate the discussion by talking too much. Many experts use a 80/20 rule - you talk 20% of the time and the candidate talks 80% of the time.

* Politely probe the candidate for information by asking open-ended questions that will provide insight into the candidate's values and traits.

* Ask structured questions that will require some thought on the part of the candidate.

* Listen carefully to the candidate's answers. If they do not provide you with specific results, probe until they do.

* Explain the selection process to the candidate. Offer realistic time frames and stick to your word!

The Successful Interview - What Not to Do

The following list is comprised of subject matter that is widely regarded as off-limits for discussion in an interview by employment experts. Most of these subjects relate directly to federal and state employment laws. Legislation covering equal employment opportunity is extensive and complex. Check not only federal laws, but also your own state's laws and guidelines. Remember, state laws vary! Consult an attorney for legal advice before you begin the search process for a new employee.

In an interview, or on an employment application, do not ask questions:

* Concerning the age of the candidate. Be careful using the words over qualified with older candidates.

* About their arrest record （this is different from convictions - in most states, it is permissible to ask if the candidate has ever been convicted of a crime）.

* About race or ethnicity.

* Concerning the candidate's citizenship of the U.S. prior to hiring （It is permissible to ask "Will you be able to provide proof of eligibility to work in the U.S. if hired?"）

* Concerning the candidate's ancestry, birthplace, or native language （it is permissible to ask about their ability to speak English or a foreign language if required for the job）.

* About religion or religious customs or holidays.

* Concerning the candidate's height and weight if it does not affect their ability to perform the job.

* Concerning the names and addresses of relatives （only those relatives employed by the organization are permitted）.

* About whether or not the candidate owns or rents his/her home and who lives with them. （Asking for their address for future contact is acceptable.）

* Concerning the candidate's credit history or financial situation. In some cases, credit history may be considered job-related, but proceed with extreme caution.

* Concerning education or training that is not required to perform the job.

* Concerning their sex or gender. Avoid any language or behavior that may be found inappropriate by the candidate. It's his/her standard of conduct that must be met.

* Concerning pregnancy or medical history. Attendance records at a previous employer may be discussed in most situations as long as you don't refer to illness or disability.

* Concerning the candidate's family or marital status or childcare arrangements （it is permissible to if the candidate will be able to work the required hours for the job）.

* Concerning the candidate's membership in a non-professional organization or club that is not related to the job.

* Concerning physical or mental disabilities （asking whether the candidate can perform the essential job duties is permitted）. The ADA allows you to ask the applicant to describe or demonstrate how they would perform an essential function（s） when certain specific conditions are met . Check the law or consult with an attorney before moving forward.

Remember - when in doubt, ask yourself if the question is job-related; if not, don't ask!

如何为你的生意挑选合适人选？这可没有标准答案。但假若你能有效地利用面试，那将会大有俾益。换句话说，要想在面试中获取最大的收益，那就必须在面试之前，先完成招聘过程中所有其它的步骤。

对公司某一职务的应聘者进行面试，是整个招聘过程的最后一步。实施这一步时，你一定要确保在此之前的所有步骤均已园满完成，因为它们会对面试的效果产生直接影响。下面列出关于面试的各个步骤，请注意，在完成招聘工作的所有步骤之后，还有两个关键的、你必须完成的附加步骤。为了使招聘结果趋于完美，一定得记住，所有步骤都非常重要。

为公司的某个职位选拔适当人选的各关键步骤包括：

确定你是否真有必要招聘一个新雇员？你是否已充分发掘了现有雇员的技能和才智？你明白你还有什么需要做的吗？你的业务发展状况允许你再有一名新雇员吗？

对该项职务进行全面分析，充分了解职务的基本职能和工作标准的关键。

在全面分析的基础上，列出该职务的职责和工作规范。

根据公司内外的情况确定该职务的薪酬，即综合考虑职务职责、公司其它职务及外部劳务市场相应职务的工资水平等因素，给出公平的待遇。

确定在何时、何地，运用何种技巧进行招聘以及招聘时限等，以期招聘到合适人选。切记，打广告不是唯一的、也不一定是最好的招聘方法。

收集并审阅数量充分的申请资料和履历，筛选出其中最适合的应聘者以供进一步考虑。

根据拟任职务的职责和工作规范的要求，对最适合于该职务的一些应聘者进行面试。

审查资料。

聘用最合适的人选。

在审查所有履历后，你有望在其中挑选出一些可以进入面试的合格人选（若还没有，则可考虑延长期限，或重写广告词，或采用其它招聘方法。

现在，你已知道面试应在何处插入招聘进程才适当了。让我们来看看主持一次成功的面试应该做的事和不应该做的事。

成功的面试――应该做的事

1、面试之前的准备

在进行面试之前，你得明白你想在应聘者那里了解些什么。

查阅已经准备好的职务规范和履行职责的必要条件等资料。弄清职务的性质和职责，回顾有关职责的条例。

拟定想要他（或她）回答的规范问卷，问卷中的问题应与其技能、才智及以往的工作表现密切相关。

准备一份经过优选的量化指标，无论采用工作表形式或其它形式均可，以用于对应聘者进行分析、比较。

面试前预先审查应聘者的履历。

选择特定的时间约会，面试时间的长短要合理。

要有调整招聘考试方法的预案。总的说来，最合法，最公正的考试是涉及工作部分内容的考试。

2、在面试期间搜集相关信息

因为根据某人过去的行为可以预测其将来的行为，所以当你搜集有关信息时应留意应聘者的行为模式。例如，应聘者善于纵观全局或是注重细节分析？他（或她）属于通才型还是专家型？这常常在你聆听应聘者回答关于他过去工作情况之类问题的过程中获得。由此，你会对他们将来的行为倾向有很好的了解。

不要向应聘者提供太多的细节，他们会据以编造完全符合贵公司需要的答案。不要把正确的词汇送入他（或她）的口里！要记住，应聘者都想得到那份工作，因此，必定想方设法说出正确的事以搏取你的好印象。

应聘者过去的表现是提问的重点。例如，作为业务经理，要求个人有很强的组织能力，并能熟练地处理日常业务，你或许想这样问："你在这个职务中是如何严守自己的日程安排和处理日常业务的？"

问题要具体，要把担任某个职务的人可能面临的有关具体困难设计在提问之中。问题的重点要放在应聘者过去在特殊情况下的表现、处理方法及其效果方面。例如："作为客户服务代理，可能会突然遇到几个心情郁闷的野营者在电话里，甚至亲自登门兴师问罪，咆哮怒吼，高声责骂，对于这类难缠的顾客，你有什么处理的经验？你曾遇到过的、最难缠的顾客是怎么样的？情况糟糕到甚么程度？你是如何解决的？"

留意应聘者听取提问时是否专心，答案是否正确。

留意应聘者谈吐的遣词用句及其身体语言，看他们的回答是否清晰。

认真聆听应聘者的问题，弄清他为何要提出这类问题的原因。留意首先提出来的问题，因为那或许才是他们关心的重点。

详细手记论及职务时的相关话题，那将有助于你识别不同的应聘者（尤其当你要主持多场面试的情况下）,也有助于你清楚地记住每个应聘者和每次面试的情况。

把符合职务标准的相关信息记录下来，它将有助于你对应聘者进行评价。

趁面试后记忆尚清晰之时，立刻整理、分析获取的信息。不要试图记住每件事，那是不可能的。其办法就是在面试后立即对该应聘者按标准逐条评估。

3、对面试主持人外表和举止的专业化要求

着装得体。

防止厌倦和疲惫的神情。

营造一个务实的氛围。

安排好与面试相关的事宜，并把有关安排告诉所有应聘者。让应聘者知道你要重点了解他们过去的工作经历和业绩，还要告诉他们你将对面试过程作详细记录。

向每一位应聘者通报贵公司及拟聘职位的相关信息。

4、公平对待所有应聘者

每次面试都使用规范的问卷，因此，所有应聘者均受到同等对待，这也便于对应聘者逐个进行比较。

对应聘者进行分析时要参照工作标准，所有提问都应和工作标准有关。

保持围绕工作内容提问。

不能提带有歧视性的问题。

在面试中要真诚地关注每个应聘者。

如果可能，至少要增加一位主考，共同，或分别对进入决赛的应聘者进行面试。他们都应按标准逐条对应聘者进行评估。最后，将所有面试评估进行比较，并讨论其中的差异。面试的多人评审有助于消除个人偏见。

5、彬彬有礼，和蔼客气

选择静谧的、远离喧嚣的场所进行面试

面试要准时进行。

如果可能，面试不能随意中断。

面试要有充足的时间。

对应聘者的学识表示赞赏。

不要有盛气凌人的架势。

不能与应聘者发生争辩。

要对各位应聘者能对贵公司感兴趣，并花时间前来应聘表示感谢。

6、促进开放式交流

面试一开始就要立即尝试给应聘者营造一个和谐的氛围以避免冷场，例如，可谈谈他们的专业经验或籍贯等（参考其履历）.

在宽松的氛围里自由交谈。

不要因说得太多而成了谈话的主角。许多专家使用一种"二、八规则",即你谈话的时间占20%,而应聘者的谈话时间占80%.

通过提出一些随意的、却能深入触及其价值观和性格特征的问题，不着形迹地探问应聘者的相关信息。

提出一些已设计好的，应聘方需经认真思索后才能回答的问题。

仔细聆听应聘者的回答，如果他们的回答没有达到你探测的目的，那就继续探问，直到满意为止。

向应聘者解释选择的过程，并提供合理的时限。要始终紧扣谈话的主题。

成功的面试――不要做的事

以下所列，是招聘专家认为在招聘面试中不能涉及的主题。其中大部分主题与联邦和州雇用法直接相关，涵盖受雇机会平等的立法，涉及面广泛而且及其复杂。要记住，各州的法律是各不相同的！应在在招聘前向律师进行法律咨询，以获得法律方面的建议。

在面试中，或对于招聘申请不能提的问题：

关于应聘者的年龄。在面对年龄较大的应聘者时，措词要谨慎、恰当。

关于他们犯罪记录（在这一点上是各不相同的――在大多数州，如果应聘者确实曾被判有罪，则可以提出。）

关于种族或民族。

在雇用前就谈论应聘者是否有美国国藉（允许这样提问："若可以聘用你，能提供许可你在美国工作的有效证件吗？"）

关于应聘者的血统、藉贯、母语（允许问他们的英语能力，或拟任职务需要的其它语种的程度）.

关于宗教、宗教习俗或节假日。

关于应聘者的身高和体重（如果并不影响其履行职务的能力就不要问）.

关于亲属的姓名和地址（只有当其亲属也受雇于该公司或机构时才允许提及）.

关于应聘者是否拥有或租有――他或她自己的住房及有谁和他们住在一起（要求提供住址以便进一步联系则是可以的）.

关于应聘者的信用记录和财务状况。或许会考虑在某些情况下，信用记录与其工作有关，但触及这类问题时要特别小心。

关于与拟任职务无关的教育内容或培训情况。

关于他们的性别和性。不要有任何让应聘者觉得不当的语言和行为，也就是说，对他或她的语言行为都应符合规范。

关于妊娠或病史。只要不提及疾病或残疾，大多数情况下或许可以讨论其在前雇主那儿出勤记录的问题。

关于应聘者的家庭、婚姻状况或孩子是如何安排的（在应聘者能够足时工作的情况下可以提及）.

关于与应聘者拟任职务无关的非专业组织或俱乐部的会员资格。

关于应聘者的肉体或精神残疾（允许询问他们能否胜任拟任职务的基本职责）.在某些特殊的面试中，可以采用ADA法，即允许询问或让他们亲身演示，他们是如何完成其基本职责的。在实施这些办法之前应查阅相关法律或咨询律师。

切记：当有任何疑问时，先问问自己，这个问题是否和工作有联系，如果没有，那就不要问。