SUBTEXTof openness. Don't fold your arms. Lean into the interview and
try for frequent eye contact.
Active listening is a useful tool. It consists of occasionally restat-
ing or rephrasing what the other person has said. The subtext
sent out is "I understand what you are saying."
Try not to interrupt the applicant even if you disagree. Avoid
jumping in too quickly. Wait for the candidate to finish his or
her train of thought. Try to play down the negative aspects of
the interview. What you want to do is send a subtext of interest
and understanding that will encourage applicants to keep talking
and to reveal as much as they can about themselves. Keep your
own note taking brief.
Don't worry about pauses in the conversation. Silence can be
a useful tool. It can sometimes draw more information as the
applicant, feeling uneasy, elaborates on previous statements. The
object is to draw as much out of the applicant as you can.
There should be a careful structure to the interview. Although
you may want to start by discussing something innocuous, such
as hobbies or travel, avoid personal questions at the very beginning.
The subtext such questions send out may be disturbing, and some-
times illegal! Start your questions with work experience, then educa-
tion, and then you can segue into more conversational matters.
Delaying the personal history like this gives you a better chance
to elicit significant data about the applicant's personal life. If
you pose personal questions at the beginning, the applicant will
tend to resist, or be guarded.
Always end interviews on a positive note. Compliment the appli-
cants on accomplishments and let them know when you will get
back to them about your decision. Remember, above all, that
the subtext you project of yourself and your company is just as
important as the subtext projected by applicants.