Increase your chances of hiring the best candidates J ob interviews involve considerable plan ning and preparation on the part of the interviewer and the interviewee. There is a siz able body of literature for job applicants who want advice on making a good impression during an interview. In contrast, there is com paratively little information for organizations on how to make a good impression on the candidate. Most of us have heard the adage that the interview is a two-way street-while we assess the candidate, the candidate assesses us. Because of the tight job market, competi tion for qualified candidates is keen. Top can didates may receive several job offers from prestigious institutions. Both library1 and man agement2 literature address the importance of recruitment and interview practices in attract ing candidates. While the position, salary, and professional opportunities are important con siderations, a candidate's perception of the coworkers, the work environment, and the sur rounding community are also factored into a job decision. By tailoring the interview experi ence to candidate interests and needs, the li brary can increase the likelihood that the can didate will say yes to a job offer.The red carp et tre a tm e n t A well-executed interview combines the art of public relations, rules of etiquette, and rituals of courtship. Planning an exceptional interview experience takes extra time and painstaking attention to detail. Why should a library roll out the red carpet for its candidates? The inter view is an example of a small-scale project that the library has undertaken. A well-run inter view suggests a well-run library. The treatment of the candidate during the interview reflects the library's attitude toward its staff and the value it places on the position. Word-of-mouth can have a powerful and far-reaching impact. A good or bad interview experience may circu late widely and affect future applicant pools.
W h a t do candidates w a n t?In the recruiting literature, Rynes asserts that the recruiting representative, administrative practices, and interview procedures can be important influences on job seeker attitudes and behaviors.3 Fink, Bauer, and Campion surveyed MBA graduates on their reactions to the on-site interview.4 The candidates rated highly a) the chance to meet formally and informally with coworkers, b) tours of the community and hous ing, and c) tours of the work environment. Negative ratings resulted from a) repetition of interview questions, b) poor travel arrangements and accommodations c) a rushed or hectic schedule, and d) unexpected changes in the itinerary. As for the overall rating of the posi tion, Donahue reported that candidates look primarily at the company, the management, the work environment, and the salary when evalu ating a job offer.5 Of these four considerations, three are perceptions gleaned primarily from the on-site visit. These studies suggest that a well-planned interview experience can assist in the recruiting effort.The suggestions presented below are based on...
