Therefore, it is arguably a waste of time to focus on these interviews as an important component of the hiring decision. Nevertheless, the value of the interview is as much a function of the interviewer as the interviewee. The person asking the questions has a responsibility to make sure the nature of the questions require the interviewee to think on his/her feet, to reveal as much relevant information as possible that can inform an accurate judgment of how the person is likely to perform in the job being applied for, and to articulate how past experience would translate into the responsibilities of the job being applied for.
Interview questions should be meticulously crafted to solicit as much usable and candid information from the candidate as possible. Thus, the skills of the interviewer are as important a component of a successful interviewing process as those of the candidate being interviewed. Further, many prospective candidates for an open position do not necessarily intend to take the job if it is offered. Consequently, it is very important for a hiring manager to utilize the interview as an aspect of the overall recruitment process to sell the organization to the applicant.
If this is the right person for the job, it would be bad if the company were to lose the candidate due to a misperception or lack of enthusiasm about the company. The interview is a perfect opportunity to talk up the organization to the potential ace candidate. Thus, it serves a dual purpose that advances the potential interests of both the applicant and of the hiring organization. A hiring manager or recruiter can avoid the pitfalls that place the interview in jeopardy of becoming useless by paying careful attention to the structure of the questions being asked and the scope of the response.
The interviewer should avoid hypothetical questions that ask the candidate what he/she would or might do in a particular
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