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A-Z of Interview Questions
What to ask, why and what to look for in candidate responses
Published by Reed Publishing (NZ)
65 pages in paperback
Edited with an introduction by Ann Andrews

This slim volume is jam-packed with useful information, both for managers or human resources professionals interviewing candidates for a position, and for job-seekers wishing to improve their interview performance.

At first glance the bright funky style of the cover would appear to appeal more to the Gen Y manager than their older counterpart.

Auckland human resources consultant, Ann Andrews, has edited an

Australian publication with permission, adapting it for use in the New Zealand market. The original material, written by Alan Giles, was published by the Centre for Professional Development.

Starting with the premise that people often make snap decisions within the first 30 seconds of meeting someone new; the book cautions interviewers to learn to ask good questions and to watch the interviewee’s body language to ascertain the underlying truth of what they are saying.

They are encouraged to ask valid, contemporary, relevant, job-related questions to uncover information on the suitability of a candidate’s qualifications and experience compared to the job requirements and also to their fit with the culture and environment of the particular workplace.

An excellent section clearly sets out guidelines for non-discriminatory recruitment, comparing acceptable and unacceptable questions in a simple easy-to-use table.

This is followed by a snapshot of how to read body language, with the caution that some non-verbal signals may be culturally defined, and therefore have differing meanings depending on the background of the candidate.

Very sensibly, those conducting the interview are advised not to rely on a single signal to make up their mind about the candidate, but rather to utilise all of the information provided through verbal and non-verbal means.

The bulk of the book is taken up with 40 pivotal interview questions. These are by no means meant to be definitive, nor are they meant as a step-by-step outline for every interview. The questions are a guide for the interviewer to formulate their own planned interview, choosing and adapting questions appropriate to the job being advertised, to allow them to gain a range of information on which to most effectively base their hiring decision.

Each question is followed by an explanation of why it is important and a sample of a best response.

Some also contain a further note such as when to dig deeper for more information, or when to particularly watch for an emotional response that might give an additional clue to the candidate’s true feelings about their suitability for the position in question.

An interview can be a daunting prospect at the best of times, whichever side of the desk you are sitting.

As a coach, I find that many of my clients want to feel better prepared in their search for a new job or for a new employee.