There are three options for the interview format: One-to-one interviews, paired interviews or panel interviews. Each should be used in specific situ- ations and avoided in others. The decision as to the appropriate for- mat is made by reaching a balance between two contrasting objectives. Firstly, the need for informality which gives the opportunity for a frank exchange of views and information and, secondly, the need to include as many stakeholders involved as possible and work to a structured and objective agenda.
In a professionally handled one-to-one interview, the candidate is more likely to open up, respond to careful probing and give all the required information regarding their skills, experience, competencies and
viewpoints. However, the interviewer will be unlikely to be able to deal with all the information successfully (have you tried listening to the answers, taking notes and thinking of the next question at the same time?). Another problem arising is that the decisions made will be based on one person’s views which can be biased or wrongly based. Thirdly, there are serious questions to be answered in the area of equal opportunities where only having one interviewer greatly increases the chances of a discriminating viewpoint. In fact, it can be quite dangerous. A number of organisations have faced tribunals by unsuccessful appli- cants who have claimed that interviewers have made statements or asked questions which can be regarded as discriminatory in the fields of sex, race or disablement and, with only one interviewer, it becomes more difficult to refute.
One-to-one interviews, therefore, are appropriate in only a limited number of situations. For example, a candidate for a senior position can be invited to meet a number of potential peers who will each talk to the person separately and informally, comparing overall notes after- wards. This may result in a degree of fatigue for the applicant as the same questions are repeated but this may be regarded as part of the selection process, that is to see how the candidate handles the situation. Another situation is when a candidate may have a preliminary interview with, say, the human resources manager, as part of a wider short-listing process. The human resources manager will be entrusted to select a number of possible candidates who will progress to the final stage.
At the other extreme, a panel interview, which can consist of up to 10 interviewers, presents its own problems. Pure logistics is one, where simply finding a convenient time for all the participants can be difficult enough. If a candidate cannot make the required date, it is not uncom- mon for them to be ruled out of the equation as another date for the panel cannot be arranged. Another difficulty is the inevitable formality of a number of interviewers appearing to interrogate the applicant, mov- ing rapidly from one questioner to another (‘sorry, Counsellor Jones, but we must move on’) and from one topic to another. Question slots have to be agreed beforehand which makes it difficult to enter into prob- ing mode. The applicant will find it difficult to read the body language of all the interviewers, or to gauge how well the answers were received. It may also need some time after each interview for the panel to compare notes and reach a decision on each candidate, which prolongs the exercise.
So panel interviews are only used where it is considered essential for a number of stakeholders to be present and for a decision to be taken on the day when the interviews have been held. This is currently the
chosen mantra within the public sector, especially in local authorities. For many such jobs, a head of department, one or more line managers, a member of human resources and a counsellor may be present. There may also be a clerk to take notes and an equal opportunity adviser to ensure procedures are followed. Internal equity and consultation is car- ried out and justice is seen to be done, despite the difficulties of getting agreement of a number of staff and who will be the successful candi- date. Many of the applicants spend their lives in such an environment so they know what happens and are prepared for it. There is some evi- dence that the actual numbers are being reduced due to the continuing cutback of staff in the public domain. In certain departments of Beds County Council, for example, it has been agreed as policy that three people (no more, no less) will be present at each interview.
Given the difficulties with the other two forms, it is no surprise that the most common interviewing format is a paired interview where the line manager is supported by a member of the human resources department. They agree on the nature of the interview, which one will take the lead at particular points and will normally share in the note-taking role. A second interviewer allows probing to take place and for a merging of combined views of the outcome of the questioning.