One surprising phenomenon that I've noticed in my recruiting career is that some firms scare off recruits during the interview process.

That's because some managers are unsophisticated about conducting interviews. In fact, some are so inept that they turn off candidates' interest at the conference table. That's a real shame because it often takes a lot of hard work to identify a suitable candidate and get him or her interested enough in your firm to interview for a position.

Here are some things for managers to keep in mind during job interviews:

Beware of illegal or inappropriate personal questions or comments
With all the attention devoted to gender issues in recent years, it's hard to believe that managers still make the mistake of asking questions that show disrespect or uneasiness about women in the workplace.

Many times, these types of questions are the result of ignorance, and not prejudice. Asking questions such as "Are you married?" or "What type of home do you have?" or "Do you have kids?" may seem to some like innocent ways of making small talk, but such highly personal questions are inappropriate and even illegal in the context of a job interview. This goes for both male and female candidates. And be sure to steer clear of discussions about politics, national origin, and religion during interviews.

Sometimes, you just have to wonder what managers are thinking during interviews. I actually had one woman candidate whom I recruited, tell me that a hiring manager actually said to her: "Most women we interview are bitchy. You're not like that." Hard to believe, but true.

Be prepared for the interview
Another sure turnoff is for the interviewer to be unprepared for the interview. The worst instance of this that I'm aware of was when a recruit flew across the country for an interview and the hiring managers forgot about the appointment. The managers were outside of the building having lunch when the interviewee arrived. Talk about not getting things off on the right foot! In addition to keeping an appointment, another basic courtesy that firms owe out-of-town interviewees is providing good directions to the office or, better yet, sending a limo to pick them up at the airport. Seems like common sense, but sometimes these details are overlooked.

Interviewers should also be familiar with the candidate's resume and background when the candidate arrives, and have questions prepared in advance. If the hiring manager seems unaware of the basic details of the candidate's experience, the candidate is likely to wonder why he or she was invited in. That doesn't make a good impression. An interviewer who seems hurried and anxious to get the interview over with, obviously is likely to forge a negative impression, too.


Be able to clearly explain job requirements
Sometimes firms aren't sure exactly what a candidate's role would be if hired. Most candidates want to know specifically where they would fit in with the firm, who they will report to, and what will be expected of them. Sometimes, especially in periods of fast growth, some of these issues are not fully fleshed out. Maybe you are hiring several people at once and the new hires could conceivably fill multiple roles in a few different units, for example. If there is uncertainty about specific roles, make sure you explain this to the candidate and spell out what the possibilities are and when those options will be crystallized.

Don't display a brusque or aloof manner
It's important for interviewers to be engaging, and remember the sales process in job interviews works both ways. You can expect the candidate to pitch his or her skills and qualifications to you, but you also must try to sell your firm on him or her.

One candidate told me that a hiring manager stared at the candidate's resume and failed to make eye contact during the interview. The manager proceeded quickly to talk about compensation and said he could only pay X amount. Not very inspiring.

Use personality or skills tests judiciously
Some firms require candidates to take personality assessment tests prior to hiring. While this may be worthwhile, be aware that some candidates may resent this process, particularly if the tests seem unrelated to the demands of the position. If you use this type of test, make sure you have a thorough understanding of the credibility of the test preparer and the type of questions being asked. Also, evaluate the worthiness of the test over time. If it's not really yielding any useful information, it's probably a good idea to drop it and/or look for one that is more appropriate.

Establish interview guidelines
Every firm has its own preferences and needs regarding hiring personnel. It's best to have some consensus among hiring managers about what your firm's basic interviewing techniques and practices should be in order to have firm-wide consistency in this area. That doesn't mean that everybody should interview exactly the same way, but it's helpful to have a set of guidelines for hiring and interviewing. This can include sample interview questions and the firm's basic strategy for identifying the type of employee it wants to hire.