The e-mail from your deputy chief is short but clear: “Interviews to make the final selections for the next volunteer recruits will be one week from today. I have a conflict and cannot join you. You are on your own to lead these interviews. Good luck!”
The e-mail from your deputy chief is short but clear: “Interviews to make the final selections for the next volunteer recruits will be one week from today. I have a conflict and cannot join you. You are on your own to lead these interviews. Good luck!”
Fire officers should be prepared to lead such a process, even if the opportunity arrives with little notice. Unanticipated challenges (aka opportunities) aren’t unusual at emergency incidents. Fire officers who handle them successfully draw upon skills acquired through training and mental preparation. Likewise, officers who want to be adept at interviewing recruits must train and prepare prior to the process.
The Preplan
The challenges of administrative leadership are similar to those we face on the fireground. Both compel us to ask, “What would I do if …?” As a young officer, I recall driving past various occupancies in my community and musing about how I would handle fires in these structures. This “what if” practice increased my readiness. If we limit this practice solely to emergency incidents, however, we shortchange our leadership capabilities.
When asked to serve on an interview panel for new member selection, ask yourself this question: “How would I handle this if I were in charge?” While participating in the process, also consider how you might improve it.
If your department employs a structured and mature interview process, learn (in advance) how and why it works, and understand your role in making it effective. If your agency’s process is non-existent or weak, prepare yourself to make an invaluable contribution to your team: leading by example.
The Interview Process
Selecting and recommending qualified people for your organization involves both skills (expertise) and art (creative force). You must be a good listener, know how to redirect a conversation and be able to distinguish between those who simply want the job and those who can get the job done properly.
Knowing how to conduct a successful interview enables you to identify the best candidates. Here are some tips to help you with the process:
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Prepare. First, using the job description and your experience, identify essential behavioral traits needed for successful performance (see sidebar, bottom left). This upfront work will help you develop effective interview questions.
Next, read the candidate’s application and/or resume before the interview, keeping your list of key traits and characteristics in mind. Reviewing these documents for the first time in front of the interviewee is inconsiderate and shows poor preparation. - Know what you want. Identify what you want the employee to do. What are the required outputs and performance success factors? Make a list of requisite skill sets needed to support your organization’s values.
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Script the questions. Prepare your questions beforehand; your human resources department may have a set of prepared questions to use as a guide. Ask open-ended questions that elicit detailed responses. For example, you may say, “Tell me what led you to apply for this position.” Later, you could ask, “We focus on service here. Tell me about an experience when delivering your service was difficult.” Listen carefully to the responses and don’t be afraid to ask follow-up questions to gather specific information.
Prepare a variety of questions: ones that give insight into the candidate’s behavior, ones that elicit opinions and ones that demonstrate experience and reveal background. Successful questions will help you gain a good sense of the person’s preferences, along with their strengths and weaknesses. Note: If available in your agency, it’s strongly recommended that ALL questions be submitted for approval by a human resources representative for legal purposes. - Set the tone. Genuinely welcome each candidate and express appreciation for the time they’ve invested. Be open and warm but resist the temptation to get casual or indulge in off-handed comments. Explain how the interview will proceed, and follow that format as closely as possible.
- Be fair. Keep your biases in check, and commit to a fair and earnest assessment of each candidate. Conduct the interviews and evaluate candidates based on how their responses to questions illustrate their skills, knowledge and attitude.
- Manage your time. Know (preplan) the time for each interview and adhere to the schedule. Be prepared, however, to move forward when a candidate struggles to answer a question. Don’t waste your time or the candidate’s by stretching the discussion. If the candidate is not suited for the position or the organization, extended discussion won’t change it.
- Write it down. Don’t expect to remember what transpires during an interview. Take notes on the candidate’s responses and behaviors for later review. This is especially important when interviewing many people for the same position. If possible, have photos of the candidates to assist you in matching the face and the name with the interview results.
- Listen to your instincts. If a candidate seems too good to be true or lacks the skills you need, be honest with yourself. In some cases, you may need to pose more pointed questions. On the other hand, no amount of questioning can change a person’s ability to do a job.
Remember: The candidates are also interviewing you. Be conscious of the impressions you make. Just as the candidates are trying to sell themselves to you and your fire department, you should try to promote the qualities of your organization. Provide honest answers to questions about your organization and the job.
Avoiding Problems
If you are new to the interviewing process, realize there are questions that shouldn’t be asked in an interview. Avoid questions related to age, religion, disabilities or handicaps, marital and family status and citizenship and ethnicity.
Focus on topics that are relevant, such as education, job skills, job history and achievements. If you stay away from forbidden areas and remain professional, your interviews should go well. If you need help, consult a human relations specialist or check online for resources.
Before Interviewing
Before interviewing candidates, you should identify behavior traits necessary for successful performance. Consider the following sample list of traits and characteristics you might expect potential members to demonstrate:
- dependabilit
- flexibility
- reliability
- integrity and honesty
- motivatio
- dedication
- positive attitude
- team-oriented
- strong public service ethic
- a desire to constantly improve
- good communication skills
Once you have identified desired traits, use them to develop effective interview questions.
Conclusion
Leaders must develop the skills and creativity necessary to conduct interviews whereby they select people for promotional opportunities and new membership. Know your organization’s needs and values, and allow them to drive your process.
Successful leaders employ a behaviorally anchored process to make the best use of their time and the organization’s resources. Given a sound structure and process, regularly practice them to increase your interview skills. As you gain expertise, your contributions will improve your organization’s performance and expand your leadership profile.
