Preparing for Difficult Interviews

Hints for Supervisors and Managers

This is a guide for supervisors and managers which provides ideas in preparing for interviews which may prove to be difficult in some way, for example, if you are preparing to discuss with a staff member unsatisfactory performance issues, an unsuccessful job application or a matter involving workplace conflict.

• Before meeting with the person
• Make a note of...
• At the meeting or interview
• At subsequent meetings

Before meeting with the person

• Be clear about the issue – get the facts (e.g. own observations, examples of performance, feedback from supervisor of staff member)
• Be clear about the desired outcome (e.g. for person to reassess their current work patterns, responsibilities and duties, to improve the work environment, career path)
• Try to understand the situation, e.g:
  • How serious is the issue on a scale of 1 to 10?
  • Who does it involve?
  • Is it a work (management) issue or personal issue or both?
  • How long has it been an issue?
  • Is it affecting the person's work performance?
  • Is it affecting others performance at work?
• Try to assess who is the best person to deal with the issue or person or the degree of their involvement (this doesn't mean passing the buck):
  • Is it an issue that involves you personally?
  • Is outside professional help needed? (counselling, Employee Assistance Program, health, family services, legal)
  • Is it a personnel matter? (OH&S, Industrial, Staffing, Training)
• Once you have established that it is a management and work issue:
  • What is the best way to approach this person? (directly, over coffee, interview, presence of a third person to take minutes or to facilitate the discussion)
  • Who else should be notified?
  • Who else should you get advice from? (OH&S, Human Resources, Industrial, Organisational & Policy Development, Equal Opportunity, Finance)
  • Make a time suitable for both of you and allow 1 to 1.5 hours for the meeting (allow time to achieve agreed outcomes)

Make a note of...

• The situation as you perceive it (keep it confidential) including your observations, examples or evidence of the situation (dates, events, actions).
• The main points for discussion.
• Questions or information needing clarification.
• Possible next steps/options/ideal outcome.

At the meeting or interview

• Ensure the meeting will not be interrupted and that there is privacy.
• Arrange the chairs so that you are seated facing the person (not from behind the desk).
• Have your notes on hand preferably placed by you and not openly displayed.
• Open with a statement of why you have called the meeting and in a way which allows for your management style and the person's style, and which also allows you to maintain control of the discussion.
  For example:
  
  • Thank you for coming in to meet with me this morning. I've become aware of a matter which I'd like to discuss openly with you. My understanding of the situation is based on my observations/comments from colleagues/other workers/your pattern of work attendance over (no. of weeks).
  • What I'd like is for us to talk about my understanding then I'd like to listen to how you see the situation, to clarify any (misunderstandings/things that might be getting in the way) and to look at what needs to happen next.
  • What I've observed is this… Taking your time, perhaps we can start with your understanding of the situation/what you see as the most important issue or concern.
• Allow the person to talk at length, listening carefully, making (mental) notes, observing behaviour.
• Clarify and ensure that you have understood any information given.
  For example:
  • Let's go over this. What I heard you say was/My understanding from what you've said is/You've raised a number of things including… Is that right?
    
  or
  • I don't understand what you mean by… Can you explain more about that…?
    
  or
  • I've made some notes while you've been speaking to help me understand the situation. From your point of view you've said that… From my point of view I see these things happening… Can you explain what the difference is about?
• Identify any underlying or other issues (which may be expressed or unexpressed).
  For example:
  • I feel that there's something else behind/ related to this. My observations suggest that there may be other things which we haven't talked about yet. Is there anything else I should know?
    
  or
  • We've discussed what's been happening at work. Tell me about how things are going in general/for you personally.
• Once the issues or concerns have been identified, discussed and agreed upon, work towards an agreed outcome. Ask the staff member what they see as the next steps/ preferred outcome. Let them know what your preferred outcome is.
• Set some agreed goals/next steps to take.
• If appropriate, it may be useful to have a written or verbal agreement (advice may be needed here from Human Resources about industrial implications).
• Ensure that a follow up meeting is arranged when the next steps will have been taken and to review the situation. Keep the meeting!

At subsequent meetings

• Prepare for subsequent meetings by reviewing your notes regarding the agreed issues, the agreed or desired outcomes (e.g. for the person to change their current work patterns, responsibilities or duties, to improve work relationships or environment).
• Review the agreements made at the previous meeting.
• Review the staff member's progress/agreed actions taken since the last meeting.
• Ask them how they see things progressing.
• Establish agreed goals/next steps to take.
• Make a time for a follow up meeting.

For further information contact the Employee Services Team for advice and consultation, or Professional and Continuing Education for coaching and skills development.