The Phases of the Interview: Beginning, Body and Closing

The Importance of a Consistent Structure

To ensure a fair and objective evaluation, it is critical to maintain a consistent interview structure for all candidates competing for the same position.

Although the content of the responses will vary, the purpose and flow of the interview should remain standardized.

If you do not follow a structured model, you run the risk of evaluating each candidate differently, thus losing any valid point of comparison for making an informed decision.

An effective interview model is divided into three clear phases: the beginning, the body and the closing.

Phase 1: The Beginning (Rapport and Framing)

This initial phase, also known as "Rapport" or "breaking the ice", is fundamental to the success of the interview.

The interview is, by nature, an artificial situation that can generate stress in the candidate.

The objective of this phase is to build rapport so that the person feels comfortable speaking candidly.

Key Actions: The phase begins with a cordial welcome and a brief introduction by the interviewer.

It is recommended to start with light comments or questions not directly associated with the position (e.g. traffic, weather) to relax the atmosphere, especially if the candidate seems nervous.

Framing: Immediately afterwards, it is crucial to establish the "frame" of the session.

The interviewer should describe how the interview will unfold, how long it is estimated to last, and make it clear that the candidate will have an opportunity to ask his or her own questions at the end.

Duration: This is a short phase, representing a small portion of the total time (e.g., 3-4 minutes in a 30-minute interview).

Phase 2: The Body (Gathering of Evidence)

This is the main and longest section of the interview, constituting the vast majority of the time (e.g., 80% or more). The sole purpose of this phase is the collection of objective evidence.

Role of the Interviewer: Here, the interviewer should talk as little as possible (ideally, no more than 15% of the time). Their job is not to talk, but to ask focused questions and listen actively.

Question Flow: A good flow begins by asking questions about aspects of the résumé that generated doubts or interest during the previous analysis.

Core Assessment: This is followed by a systematic assessment of the three key areas (motivation, knowledge and competencies), with a special emphasis on competency-based interviewing methodology (e.g. STAR Model) to obtain concrete examples of past behavior.

Phase 3: Closing (Explanation and Next Steps)

Once the interviewer has gathered all the necessary evidence, the closing phase begins.

This phase is crucial to leaving a professional impression and properly managing the candidate's expectations.

Candidate Review and Questioning: The interviewer should first quickly review your notes to make sure you have not forgotten to ask anything relevant.

Then, he/she should indicate that he/she is finished with his/her questions and yield the floor to the candidate.

It is advisable to use an open-ended question such as "What questions do you have for me?" rather than the closed-ended question "Do you have any questions?" as the latter invites a "no" as an answer.

Explanation: The interviewer should then offer relevant explanations about the position, the company or the team, answering the candidate's questions honestly.

Next Steps and Farewell: Finally, the next steps in the selection process should be clearly described.

It is vital to give a realistic response time and never promise something that cannot be fulfilled (e.g. "We will contact you tomorrow" if it is not certain).

Conclude the interview by thanking the candidate for his or her time and bidding a cordial farewell.

Summary

It is essential to maintain a consistent interview structure (opening, body, closing) to ensure a fair evaluation. The initial rapport phase is key to building trust.

The corpus is the longest phase, devoted solely to gathering evidence. Here, the interviewer should talk little, listen actively and assess competencies using methodologies such as STAR.

The closing manages expectations. The candidate should be given space for his or her questions and, finally, explain the next steps, giving a realistic response time.