Interviews can be a nightmarish experience. Up until this year my main experience of them had been as a candidate. Even then, I’d not been through a formal interview/assessment process for some time. (Most of my jobs in the last few years I’ve managed to get through referrals / networking with interviews that can be described as “informal” at best).
So, it was a bit of a culture-shock for me to act as an interviewer for new staff when I became President of Imperial College Union. My arrival in office co-incided with the departure of several long-serving members of staff (not related, I think…) and so I’ve actually been involved in quite a few interviews. This still didn’t quite prepare me, I don’t think for the somewhat hellish task of recruiting a new Union Manager.
It would not be an understatement to say that recruiting the new Union Manager will probably be one of the biggest tasks I undertake whilst in office. The person who is hired will have a major influence in the development (or not) of the Union over the next five to ten years. And whilst I am involving a number of my fellow student officers in the process, as well as external advisers, it is ultimately my responsibility to get it right.
We held our first round interviews yesterday. Going through the shortlisting had been bad enough. That’s not to say that the day went badly. It actually wen’t quite well. However, the thing I find really difficult is giving feedback to candidates afterwards when I call to let them know that they are not being invited to a second interview. I don’t really like telephones – I find them too impersonal and much harder to get my message across. Of course, it’s difficult for the candidates too. At the end of the day it’s their future at stake and they are convinced that they are right for the job. It’s difficult to deal with someone who wants to keep telling you about how good they are and can’t accept they are not going to get a second interview.
What’s worse is dealing with the subjectivity. We try to make recruitment somewhat scientific. Candidates are assessed against a published job description and person specification. There are a standard set of (initial) interview questions to ensure that everyone is explored in the same way. To a limited extent, scoring is possible. However, to a large extent the decision is going to be made on instinct. Is this person going to ‘fit’ in the organisation? Are they going to be able to work with my team? If the answer is no, how do you get across those judgements, fairly, in a way that gives them useful feedback.
I’m not sure I know the answer. But I think I’ve just learnt that when I’m tired is a bad time to try.

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