Interviewing for success

Competing for quality

Given the competitive nature of the industry, companies can no longer afford to be complacent about recruitment procedures. How would you feel if you offered a job to a candidate only for them to take a position with a competitor? Companies need to consider the recruitment process carefully. Mike McNally, UK Manager of Hays Building Services, offers some essential tips for employers.

Preparation is key:

Interviews are a two-way process that require sufficient preparation from the employer. They should remember that first impressions count – this means much more than having a quick read of a CV five minutes before the interview. You should already have a clear job brief and be aware of the competencies you are looking for. Analyse all aspects of the candidates’ CVs and prepare some pertinent questions.

Appearance counts:

Shabby surroundings, a disorganised interviewer or constant disruptions all look bad. Does the interviewing room create a favourable impression?

Be on time:

Just as candidates are briefed not to be late for an interview, do you extend the same courtesy? Aim to reflect the image and efficiency that you are looking for in your candidates.

Sell your company:

Given that there is a shortage of candidates, you need to give them a reason to choose you over your competitors. Don’t be modest. Sell your company’s best assets. If you have won any large contracts recently, don’t forget to mention them – they demonstrate that the company has a prosperous future. It is far better to have a choice of prospective employees than the other way round.

Use the latest techniques:

Competency-based interviewing is now commonly used. It reduces a candidate’s ability to ‘fake’ a good interview, by highlighting personality traits, examining competencies and assessing how well they integrate with a company’s culture. For example, you might ask, “Give an example of how you provided a service to a client beyond their expectation. How did you identify this need? What was their reaction?” It effectively removes the hypothetical aspect of questioning.

Create a lasting Impression:

At the end of the interview, explain the timescale for what happens next, and be sure to have some literature on hand the candidate can take away. Not only is this helpful for the candidate to provide them with further information (perhaps prior to their second interview) but it provides a point of reference for them to keep your company at the top of their mind.

• For further information, visit www.hays.com/engineering

Office

Company car drivers are losing up to five hours a week sitting in traffic jams, according to a survey by the RAC Foundation and www.companycardriver.co.uk. The survey also revealed a third of drivers have resolved to spend less time travelling for work in 2007, 30% already drive less out of concern for the environment, and 40% of company car drivers would welcome the opportunity for home or flexible working to help avoid congestion.

To help cut congestion it urges companies to question the need for of some journeys and whether they could be made at another time.

Legal

Employers are being urged by law firm Mace and Jones to beware of discrimination laws when recruiting eastern European workers. The practice says that many UK employers are looking to assess the skills of foreign workers as part of the recruitment process. However, to avoid charges of discrimination, the firm warns that these tests are only legally acceptable if they are applied to all applicants, regardless of their nationality, and also if they can be justified against the requirements of the job.

Money

More than two-thirds of M&E contractors believe that the use of project bank accounts would bring significant cost savings for companies in the engineering sector, according to research carried out by the Specialist Engineering Contractors Group. The survey revealed that 77% of respondents anticipated project bank accounts would cut costs by 5%, while 15% of respondents believed their costs could be reduced by as much as 10%. SEC Group president Lord O’Neill said the retentions lend themselves to abuse and add to the industry’s costs.