For candidate interviews, it is important to learn about the candidate through behavioral interviewing questions, given that such questions are designed to gain an understanding if the candidate will approach their job in ways that are important to FAS (building trust, communication skills, delivering results, embracing change, and managing conflict, among other things). By asking the candidate specific behavior related questions about their “past practice” in previous roles, it provides valuable insight into how the candidate will perform in the job they may have at FAS.
A team should interview each candidate because different people will likely be able to gather different types of information from the candidates (for example, one person may understand technical qualifications, while another may be a better judge of the interpersonal dynamics called for by the position and the department).
Who should generally be part of your interview team?
When selecting your interview team, consider how many interviewers to include, and their qualifications and diversity. Consider including people who will bring diverse outlooks and who are respectful of different cultures and characteristics. If different individuals or groups have a stake in the hiring decision, it’s a good idea to see that all stakeholders are represented on the interview team. Try to limit your team to no more than four members.
Recognize the potential to bring unintended biases to the process, and address this by having a clear and open discussion among team members before beginning the interview process.
You should consider including some of the following individuals:
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Direct manager (should participate in all interviews)
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Co-worker(s)
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Department Administrator
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Subject Matter Expert (example, if the position has a heavy complex financial component, someone in the finance department should be on the interview team). Work with your Talent Acquisition Consultant to identify and secure a subject matter expert for your interview team.
Be clear about the scope of each team member’s role and identify one person (or possibly two) who will be the ultimate decision maker.
Please see Team Interviewing Process (TIP) for more information on Subject Matter Expert participation
Preparing for an Interview
Checklist in Planning for Interviews:
□ Review application materials, including resume, cover letter, and any application forms.
□ Prepare a list of information gathering and behavioral interview questions to ask every candidate.
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Review the sample questions in Behavioral Interview Questions to develop behavior-based interview questions according to the competencies and capabilities required for the position. We strongly recommend using behavioral questions because past behavior is the best predictor of future performance.
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Your questions should also address areas relating to compatibility with the hiring department or with those with whom the person in this role would interact if hired. For example, a position in a department comprised of fast-paced, high-intensity individuals might call for a staff member with a work style that could manage multiple conflicting demands.
□ Prepare answers to questions that diverse candidates (including people with disabilities) are likely to ask. Job candidates often ask critical questions aimed at helping them determine whether an organization is truly inclusive and supportive, and whether they will be comfortable in a position. Be prepared to answer these commonly-asked questions:
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How many people with disabilities do you have in your department/the FAS?
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What accommodations are available for people like me?
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How many people like me are in middle and senior management positions?
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How many of the people like me are in professional or technical positions?
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What are my chances of progressing/advancing my career here?
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Do you have a formal mentoring program or career development programs for people like me and other diverse groups?
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What does the FAS/ Harvard do in terms of community outreach efforts to partner with diverse groups?
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Do you have employee affinity groups that focus on the needs of people like me and other groups?
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Are managers trained to communicate with and manage diverse employees, including those with disabilities?
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What initiatives has the FAS/ Harvard participated in regarding diversity?
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Does the FAS/ Harvard have formal diversity initiatives and programs in place?
Even if a candidate does not ask these questions, you may volunteer information that may help persuade the candidate of your—and Harvard’s—sincerity in welcoming diversity, including diversity of abilities. FAS Talent Acquisition Services can help you to answer questions and offer information.
□ Arrange for any accommodations that may be needed when interviewing a person with disabilities.
Ensure effective communication with, and equal opportunity for, all candidates. Employers must make reasonable accommodations to enable applicants with disabilities to participate in the interview process. Accommodations for interviews may include: an accessible interview location for people with mobility impairments, a sign language interpreter for a person who is deaf, a reader for a person who is visually impaired, and modified testing for a person with a learning disability.
For more information about making the job interviews accessible, and to make arrangements for accessibility options, please contact the University Disability Coordinator at disabilityresources@harvard.edu or 617-495-1859. More information is available at the University Disability Resources website.
Additional resources may be found in JAN’s A–Z overview of impairments and their respective accommodations, and in A Technical Assistance Manual on the Employment Provisions (Title I) of the Americans with Disabilities Act, Equal Employment Opportunity Commission, January 1992.
JAN provides a wealth of resources for employers. For example, JAN has a guide just for applicants and employees with Asperger Syndrome (an Autism Spectrum Disorder). Example: an applicant on the spectrum has a verbal communication deficit, though they can communicate through handwriting and by email. The employer wants to provide accommodations during the first stage interview, which involves answering questions from a three-person search committee. JAN suggests providing the questions in advance and allowing the applicant to furnish written responses during the interview.
Avoid making assumptions about a disabled candidate’s ability to “feel comfortable” on your team or in the position. Focus first on the candidate’s similarities to, rather than differences from, the way your staff and their colleagues and constituents approach their work. Next, consider whether the candidate’s differences matter to the work they would do, and how those differences might actually enhance your team and its efforts.
Prepare yourself by learning about the candidate’s disability and its effects. Before calling or meeting with a candidate who has a disability, you can gain an understanding of their situation by reading about the disability as it relates to the workplace. The website of the Job Accommodation Network (JAN), a program of the Office of Disability Employment Policy, U.S. Department of Labor, provides an A–Z overview of impairments (from Addison’s Disease to Wheelchair Use), as well as accommodation ideas to help both you and the candidate feel comfortable.
Video Interviewing Best Practices
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All video interviewing should be treated and prepared for in the same way any interviewer would prepare for an “in person” interview. Please review Video Interview Best Practices for more information.
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It is best practice to provide candidates information regarding the technology you’ll be using as well as information regarding accommodations in the event the candidate may need them. Suggested language to provide in interview confirmations:
The interview will be conducted via a Zoom video conference session. Please take some time before the interview to test your connection using: https://zoom.us/test
Accessibility: https://zoom.us/accessibility; Zoom Support:https://support.zoom.us/hc/en-us
Please let us know if you prefer a different platform, have any technology concerns, or if you need a reasonable accommodation for interviewing or otherwise participating in the selection process.
Behavioral Interviewing
In behavioral interviews, interviewees are asked to give specific examples of when they have demonstrated particular behaviors or skills. Candidates should be asked to describe in detail a specific event, project, or experience, how they dealt with the situation, and what the outcome was. Behavioral Interview Questions gives many sample behavioral interview questions that relate to the most commonly-needed competencies and capabilities for FAS positions. FAS Talent Acquisition Services is available to help you customize your behavioral interview questions. First, identify the technical and soft skills that are vital to the position; this will help you target your questioning to reveal the information that matters most.
The word “STAR” is a helpful tool to keep you on track in asking behavioral questions. Each question and answer should address:
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a Situation or Task facing the candidate;
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an Action the candidate took; and
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the Results of changes caused by these actions.
It is not unusual to receive vague, theoretical, or generic responses to behavioral questions. In such cases, follow-up questions are the best way to drill down to the specific, action-oriented detail you need to get a full understanding of the candidate.
Follow-up questions might begin with:
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What was the most memorable example of this…
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Why did you…
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Walk me through the steps you took…
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Describe your specific role in…
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How were you able to…
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What happened when you…
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Tell me about a time…
When you ask behavioral questions, you should allow candidates time to think about their past experiences. Encourage them to take their time to think before responding.
Use the same core set of behavioral questions for every candidate's interview.
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In addition to the factual and behavioral questions, you will ask of all candidates, prepare specific questions for each candidate, based on particular experiences included in each candidate’s resume or other communications.
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Note any jobs, experiences, and gaps in employment about which you are unclear or would like more information.
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Compare the needed job competencies and capabilities to the candidate’s experience and make a note of areas to explore during the interview.
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Provide candidates with interview information such as directions to your office, names, and titles of those who will be at the interview, the job description, a point of contact at your office if they have questions or are running late for their interview.
During the Interview
Interviews yield the best results when all interview team members understand the job competencies and capabilities needed, arrive with prepared questions, and stick to the agenda. By the end of a well-executed interview, the interview team will have assessed the candidate’s level of knowledge and skills, interest in the position, and the likelihood of success in the job. Also, bear in mind that while you are assessing the candidate, they are also assessing the role, you, and Harvard. Ideally, the candidate will walk away feeling treated fairly, adequately informed about the job, clear about the next steps in the hiring process, and leaving with a positive impression of Harvard.
Exchange information during the interview
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Paraphrase what the speaker said to make sure you understand correctly what you are hearing.
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Take notes on a sheet of paper separate from the candidate’s resume. Write down the key points. That is, record the candidate’s statements that reflect qualifications for the job, and those that evidence past accomplishments and experiences.
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Observe and listen to the candidate’s responses.
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AAsk probing questions if the answer is vague or seems questionable. To probe more, you may want to ask:
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Can you tell me what you mean by that?”
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“Please give me another example.”
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“Please tell me more.”
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PProvide candid information about the job, your department and its constituents, and the environment in which the staff member would work.
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Invite the candidate to ask you any questions they may have.
Before interviewing please review our Guide to Legally Permissible Interview Questions and Discussions.
In general, under the Americans with Disabilities Act, employers cannot ask disability-related questions before an offer is made. This means that employers cannot directly ask whether an applicant has a disability. It also means that employers cannot ask questions that are closely related to disability. However, you may do a wide variety of things to evaluate whether an applicant is qualified for the job, including asking about their ability to perform specific job functions, asking about non-medical qualifications and skills, and asking applicants to describe or demonstrate how they would perform job tasks. For additional information, visit EEOC’s Pre-employment Disability-Related Inquiries and Medical Exams.
Important note: Sometimes interviewees volunteer information about themselves that by law should not be considered in making an employment decision. For example, a candidate might mention dropping a child off at daycare. Don’t acknowledge or make a note of this “don’t ask” information. Don’t ask, “How many children do you have?” Redirect the interview back to discussing the candidates the relevant skills and experience.
Close the Interview
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Explain the next steps in the hiring process, including when and how the candidate will hear from you. (When the final hiring decision is made, be sure that you follow the communication process you described during the interview.)
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Thank the candidate for taking the time to meet with you.