As an experienced human resource manager, what would you include and why, in the training programme for a new HR officer in terms of what distinguishes a job interview from casual conversation as well as the goals of an interview?

The goal is to find candidates who can meet the job specifics, who want to work for your company and who's personality will mesh well with other employees within the area you are considering placing the candidate.

I trained a co-worker to assist me in recruiting efforts. I had done a lot of research about good interviewing skills and methods, took classes, etc. Here is what I did to help her acclimate to her new role.

I find incorporating some interactive casual conversation helps the candidate feel comfortable. This should always be a goal during the interview process. Having someone feel comfortable helps with their confidence and can also reveal some personality traits. This is important to try to access during an interview because personality has to fit with the culture. Having an extremely professional candidate work in a group of clowns for example usually doesn't work out. Having a candidate who has a superiority complex can also be unsuccessful within a team of people who work together as opposed to being lead. Etc etc.

I have job descriptions and have a listing of questions that highlight areas that are priority. In the hospitality industry where I currently work, open availability and weekends/holidays are the busiest so that is my first question. There's also a lot of standing and picking up heavy trays so I also ask if this is a concern. It's a tiptoe around the ADA. It is a part of the job. Every job description has a matching list of questions. Some are repetitive, some are job specific, some are company specific and others are to kind of dig into their personalities a little.

The goal is to find candidates who can meet the job specifics, who want to work for your company and who's personality will mesh well with other employees within the area you are considering placing the candidate. Once that's established, get a second opinion. Either have a hiring manager or direct manager speak to the candidate.

Once the person has a good understanding of all those details, I would have them sit with me for a few interviews and I would also sit with them. I would ask them what they think of the candidate and go through the various good things and not so good things.

After 17 years of recruiting, I think the best way to teach someone to interview is to provide them with the tools, have someone available for a second opinion and provide them with feedback as well as someone to give feedback to them. Recruiting is a skill that requires on the job training. The recruiter has to be personable and knowledgeable about the job, company and culture. When a new hire isn't successful, they have to identify why they weren't and if necessary, change the interview questions to be more specific or whatever is necessary to pinpoint long term success. Something I'm embarking on as I type. This isn't an easy task because the failure rate is very high and turnover is very costly. A recruiter has to be able to do their best to correct things that cause turnover. Sometimes, well, almost always it's a management problem. Something difficult to express and correct.