Tips to Create Effective Interview Panels

There are strange things done in the midnight sun,
by the men (and women) who want to hire staff;
The interview trails have their secret tales
That would make your blood run cold;

The Northern Lights have seen queer sights,
But the queerest they ever did see
Was what some interview panels have done

To you and sometimes to me.

(With sincere apologies to Robert Service and those who love his poem, The Cremation of Sam McGee)

A potentially valuable component of the hiring process, interview panels can also become not particularly helpful in achieving the desired outcome of making the right hiring decision.

Some particularly outrageous situations of which I have become aware are times when panel members are introduced to each other just before they meet the first candidate. Other times, panel members show up at the last minute with a few questions in mind that they would like to ask. Or a panel member announces that she won’t be available for all the interviews, or that he will need to leave right after the last interview and won’t be part of the panel’s assessment of what it learned from the candidates. Other times, a panel member will ask questions that surprise the rest of the group, or ask questions of one candidate but not the others.

Any of these circumstances can derail the fairness of the hiring process, but all can be avoided if the process of assembling the panel is well thought out. Here are a few suggestions to keep in mind:

Know why you are using an interview panel –– First, understand that no one is demanding that you form an interview panel—unless, of course, it’s required by policy or practice in your organizations. Interviewing and hiring solo is certainly acceptable practice. Before forming your panel, ask, “Why?” What role will the panel perform? Will members be the ones making the hiring decision? Are the members to provide advice, before the final decision is left in your hands? Both are legitimate approaches, but be clear about the panel’s role before inviting people to join. Creating a panel but not giving them meaningful purpose is a formula for frustration. Panels should never be formed for political reasons or as “window dressing.”

When assembling the interview panel, consider what each potential member can contribute to the process –– Think carefully about the people who you will invite to join the panel. What can this individual contribute to the panel’s work? Will this person bring specific technical knowledge? Will he/she offer a different perspective throughout the process? Is this person particularly knowledgeable about the work associated with the vacant position and able to identify the competencies necessary to succeed? No one should ever be added to an interview panel who will bring little to its work and is only there because “he would feel bad if he was left out.”

Gather the panel as early in the process as possible –– The earlier in the process the panel is set, the more useful it will be in helping you reach the right hiring decision. As soon as the vacancy is identified, the panel can begin its work. Members can help identify the success criteria for the position. What competencies are important? Armed with this information, panel members can help write interview questions. They can review resumes to help identify the short list of candidates to be interviewed. People who join the panel later in the process will lack critical background information that was used to attract applicants and develop interview questions.

Three members is likely the best size for an interview panel –– Everyone has a busy schedule and finding times for the panel to meet to prepare and to conduct interviews may prove difficult, even with a small number of members. The larger the group the more difficult it is to get everyone in the room at the same time. Another consideration is the value of having an odd number of members in order to avoid a tie when deciding who to hire (although the goal should always be to reach a consensus on who to hire).

Be clear about each panel member’s role in the process –– First, expect all members to attend all meetings during the process. It is particularly important that they participate in all interviews. Explain how they will be involved identifying required competencies during the interview and in the decision making. If they will be asking questions during the interviews, you may wish to train them in how to ask questions and in the type of questions not to ask. A simple “unofficial” question that veers into areas protected by human rights legislation can take your process to places you don’t want to go.

Specialize –– Not everyone needs to ask questions during the interview and not everyone needs to take notes. Trying to do both can be frustrating and may reduce your effectiveness at both tasks. Take advantage of having a panel to create specialized roles. One or two people can be assigned the task of asking questions. Without the burden of also taking notes, they are able to focus on asking questions and listening to answers so that they can ask followup questions when required. Other panel members will focus on creating an accurate record of what the candidates say. The quality of notes will be improved when these people aren’t mentally preparing to ask their next questions.

Prepare the candidate to face the panel –– To reduce the stress associated with being interviewed by a panel, delegate one person to meet the candidate outside the interview room. In this “neutral” space, describe what the candidate will experience after entering the interview room: how many people will be on the interview panel, who will be asking questions, where the candidate will be sitting. Answer any questions the candidate may have about the interview environment. After returning to the room, introduce each panel member, identifying their position within the organization and explaining their role in the interview process.

For more tips on reducing interview-induced stress, read about what you can say and what you can do to reduce the candidate’s stress.