Appendix 5 – Guidance notes for Interviewing Candidates

Introduction

All too often, a great deal of effort and administration is expended on recruiting the right candidate to join our fraternity, only to watch them leave within a short time as they were not advised what they could expect, or what is expected of them.

Proposing a candidate for Freemasonry is much more than signing his ‘Form P’, it is preparing him for his initiation and supporting him through his early years as a Freemason. As his Proposer, you have a duty to guide, assist and generally encourage him as he progresses through his own Masonic Journey

These guidance notes form the penultimate phase in a candidate’s journey to becoming a freemason. They have been developed to give guidance when conducting the formal interview with a prospective candidate

Lodges are strongly encouraged to use these guidelines when interviewing prospective candidate for membership of the Craft.

Prior to this, the sponsors will have discussed membership of the Craft with their prospective candidate who will have completed a Grand Lodge Registration Form and he will have been prepared for the interview. Throughout this process it is imperative that his sponsors be open and honest, clear and direct about the commitment a prospective candidate is being asked to take on.

Aim

The aim of these guidance notes is to enable Lodges to conduct an effective formal applicant interview to determine and recommend to the Lodge, whether an applicant is suitable for Freemasonry in general and for a specific lodge.

Procedure for Interviewing

Adopting a correct and robust procedure for interviewing applicants, through which both the Lodge and the applicant can exercise informed choice, may result in some rejections. However, it is preferable to admit only men who are well suited to Freemasonry, likely to enjoy a long and happy time in the Craft free from unexpected surprises and disappointments, than to admit someone who realises, too late, that Freemasonry is not for him and who leaves having formed a bad impression of it.

The interview process is designed to identify “false positives”: those applicants who despite having expressed an interest are unlikely to enjoy the Craft or develop a long-term commitment. These guidance notes, covering the skills of interviewing which should be exercised throughout.

1.0 Before the Interview

Before an applicant gets to a Lodge interview, he will/should have: a. Met with his sponsors on several occasions. b. Met socially with some other members of the Lodge, if possible. c. It is always advisable to include his wife or partner in discussions and social events ahead of his interview to ensure that his significant other is supportive of the step he is proposing to take. d. Discussed Freemasonry, his expectations and the commitments of membership in some detail. d. Undertaken some guided personal research into Freemasonry. e. Agreed with his sponsors whether he meets the essential qualifications of membership. f. Agreed with his sponsors whether they believe this to be a suitable Lodge for him.

NOTE:

The sponsors should only put forward an applicant for interview once they are genuinely convinced that he meets these qualifications.

The Chairman of the Interview Panel will want the sponsors to confirm that they have completed this process, so that the interview can then focus on the suitability of the applicant.

2.0 Outcomes from the Interview

2.1 For the interview Panel

For the Interview Panel there are three possible outcomes from an applicant interview: i. The Interview Panel is satisfied that the applicant meets the qualifications for membership of the Craft, is suited to the Lodge and that the Lodge is suited to the applicant. It will recommend the applicant to the Lodge Committee for proposal, ballot and admission as a candidate for initiation. ii. The Interview Panel is satisfied that the applicant meets the qualifications for membership of the Craft but believes that he would be best suited to joining another Lodge. It will recommend that the applicant approach another Lodge and will refer him to the Provincial Membership Officer. iii. The Interview Panel is not satisfied that the applicant meets the qualifications for membership of the Craft and will not pursue the application any further.

1.2 For the Candidate

At the end of the interview process, the applicant should himself believe that: i. Freemasonry is something of which he wishes to become a part; that he expects he will become committed to the Craft as a long-term part of his life; that this Lodge is appropriate for him and that he is likely to enjoy membership of this Lodge, or ii. Freemasonry is something to which he wishes to belong and to be committed; that this is not the Lodge for him to join; that he hopes that another Lodge will be suitable for him, or iii. He does not, after all, wish to become a member of the Craft.

3.0 Composition of the Interview Panel

It is not good practice to bring a prospective candidate before a full lodge committee for interview. This should be vigorously discouraged.

The Interview Panel should comprise no less than three and no more than five members of the Lodge. Anymore and the interview could be overwhelming. Constitutionally the Worshipful Master is entitled to preside over every committee of the Lodge, it is suggested that he delegate the chairmanship of the Interview Panel to the member of the Lodge who is most skilled in interviewing techniques. This will ensure the best quality interview process and experience for the applicant.

If there is more than one member with similar current high levels of skills, the Chairman should be the most senior Masonically. The membership of the Panel should be as follows: - The Chairman of the Interview Panel. – two or three other skilled interviewers (depending on composition numbers) and a Master Mason (one of the lay-brethren on the lodge committee). The applicant’s sponsors should attend to support him but should not be involved in conducting the interview.

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3.1 Skills needed and the selection of the interview Panel Members.

There are three main areas of skill needed with effective interviews. The first are concerned with chairing the interview and its follow-up activities and include:

 Planning and organising the structure of the interview.

 Observing all present and their participation

 Listening and questioning

 Encouraging and discouraging contributions

 Giving feedback

 Clarifying and summarising

 Managing progress and time

 Promoting conclusions and agreement.

The second are for those involved in asking the questions and include listening and questioning techniques.

The third are to do with taking notes, recording and communicating discussions and decisions.

Lodges should give some consideration to who among their members have these skills, and who do not. They should select members of the interview panel accordingly. Masonic seniority should not determine whether a particular member would make a suitable member of the panel. Nevertheless, the Chairman should be most senior of those qualified, by reason of their current interviewing skills and qualities, to chair the interview. It would be useful to have a member of similar age to the applicant and he too should have the appropriate skills for interviewing.

The Lodge may wish to identify a pool of approved interviewers, from whom the remaining interviewers are selected on a specific occasion according to their match with the age or background of the interviewee.

3.2 Advice and Guidance for the Interview Panel

1. Take the interview process very seriously indeed. The future of the Lodge may depend upon the results of the interview. Remember that the purpose of an applicant interview is to determine, and to recommend to the Lodge, whether an applicant is suitable for Freemasonry in general and for the specific Lodge in particular.

2. Ensure applicants receive a written invitation (see Annex 1) to attend the interview, with a clear explanation of the purpose of the interview and its three possible outcomes.

3. Before the day of the interview, study the Grand Lodge Registration Form, any additional local forms, questionnaires and reports from sponsors and the Lodge

Membership Officer and any results from enquiries. Prepare any additional questions appropriate to this candidate.

4. Take heed of any adverse comments or proposed objections received from Lodge members.

5. The chairman should confirm with the Lodge Membership Officer, and the sponsors if necessary, that the vetting process has been completed and that the essential qualifications of membership have been met.

6. Wear smart, although not Masonic, dress, including jacket and tie. The sponsors should advise the applicant that jacket and tie is the correct dress code for formal meetings, such as his interview. This includes the top button of the shirt being fastened! First impressions are especially important to all parties

7. Have available all relevant documents, including the membership application, notes from the preparation process, a copy of the Book of Constitutions, Lodge bylaws, interview guidelines and mentoring materials.

8. In the days before the meeting, the Chairman should allocate the standard interview questions (see Annex 2) among members of the Interview Panel.

9. Conduct the interview according to (1) Masonic values, to set an example to the applicant of Freemasonry in practice, and (2) any guidelines, defined by Provincial Grand Lodge.

10. Use additional probing questions to clarify / confirm the applicant’s responses and to gain further information.

11. If part way through the interview it becomes clear to all present, including the applicant, that it serves no purpose to continue, then the interview should be terminated before all the questions have been asked. Grounds for early termination include: a. The applicant confirms that he does not believe in the Supreme Being. b. The applicant has a recent criminal conviction or disciplinary action. c. The applicant no longer wishes to pursue the application.

In such a case, the Chairman should explain why the interview is being terminated, thank the applicant for his interest and his time and wish him well for the future.

12. Pay especial attention to the applicant’s reasons for wishing to become a Freemason and for joining your Lodge. Recent research has shown that these can be quite varied (see appendix C). It is important that the applicant’s motives are consistent with the Craft’s values and that the Lodge can meet the applicant’s expectations.

13. At the end of the interview, thank the applicant for attending and inform him that he will hear from the Lodge Secretary within the next few days. This gives the panel time to deliberate and treats all applicants the same. We do not recommend asking the applicant to wait while the panel reaches its decision.

14. The panel should continue its meeting without the applicant, to decide which of the three following outcomes applies: a. The applicant meets the qualifications for membership of the Craft, is suited to the Lodge and the Lodge is suited to the applicant. The panel will recommend the applicant to the Lodge Committee for proposal, ballot and admission as a candidate for initiation. b. The applicant meets the qualifications for membership of the Craft, but the panel believes that he would be best suited to joining another Lodge. It will recommend that the candidate approach another Lodge and will refer him to the Provincial Membership Officer. c. The applicant does not meet the qualifications for membership of the Craft and the panel will not pursue the application any further.

15. The Chairman should report the result of the interview to the Lodge Committee and the Secretary should inform the applicant, write up the minutes of the Interview Panel meeting and prepare all paperwork.

16. If the recommendation is favourable, arrange for the Master to sign the master’s certificate on the Grand Lodge Registration Form. The applicant can now be considered a candidate for Initiation. The overriding advice for all those involved is to accept as candidates for initiation only men who fit Freemasonry’s general requirements. Compromise on any points is likely to lead to problems in the future.

3.3 Interviewing Techniques

The interview is a formal and structured occasion conducted in a warm and relaxed manner. At all times be polite and courteous to the applicant. The Chairman of the Interview Panel is responsible for managing the conduct of the interview. He should:

 Allocate the questions to be asked between the members of the Interview Panel.

 Create a relaxed, positive, but structured atmosphere.

 Always keep the interview on track and everyone to the point.

 Encourage the applicant to contribute.

 Listen to the applicant's views without leading him or expressing his own views.

 Make sure all the required questions are asked and all the relevant issues are covered.

 Move from one part of the interview to another by summarising and making it clear that the interview is moving on.

 Avoid raising expectations, suggesting panel approval or making false promises.

 Agree follow-up actions by both parties and make sure they are recorded by the Secretary.

 Summarise and conclude in a positive manner. Except for some social events, it will be the first formal Masonic occasion that the applicant attends. He will

Page 46 |of 50 form lasting impressions within the first ten seconds, beginning with his welcome. As “you never get a second chance to make a good first impression”, be careful to prepare for and manage the whole meeting. Remember that he also has decisions to make whether he will feel comfortable in your company, whether Freemasonry is an organisation into which he will be willing to invest a considerable amount of his time and money, and whether his wife or partner is also likely to feel welcome.

Consider the layout of the room. The best layout will be around a circular or square table, with the applicant sat between his proposer and seconder and the members of the panel evenly spaced.

Select comfortable seats of equal height. Make sure there are no interruptions and that phones are switched off. Arrange for the applicant’s proposer to meet him on his arrival and to introduce him to the Chairman of the panel.

During the interview, the applicant and the existing members will create expectations of each other and an informal “contract” or understanding. These will form the basis of the applicant’s future membership of the Lodge. If those expectations are not met, or the informal contract is broken, one or both of the parties will be disappointed, possibly unhappy and maybe disillusioned. The longterm interest, commitment, involvement or even membership of the applicant is then likely to suffer.

Most of the interview will comprise a discussion built around planned questions asked by members of the panel and others by the applicant. Good questions are developed first by defining the information to be sought and then creating appropriate questions to gather and confirm that information. In the list of interview questions (see Appendix B) are listed the information sought, the reason why it is sought and good questions to use to obtain that information. It is quite in order (but should only rarely be necessary) to explain to the applicant why you are asking the questions but for some of them it would be best to do so after he has answered, so as not to lead him in any way.

Questions may be categorised in simple terms as: a. Open questions begin with the words “what”, “why”, “when”, “where”, “who” and “how” or with “tell me …”. They invite descriptions and explanations in the applicant’s own words and should form most of the interview. b. Closed questions begin with words such as “do you …”, “can you …”, “have you …”, “did you …”. They invite “Yes” or “No” answers and are used to vary the intensity of the interview and to clarify points. They are especially useful when confirming information around essential qualifications. c. Probing questions are normally open in their type and ask the applicant to provide more detail on points of relevance. A combination of open and closed questions should be used to open issues. Probing questions should also be used to gather more in-depth information and to confirm details. Avoid asking leading questions that provide in their wording a clue to a desired or acceptable answer. The interview should have a beginning, middle and an end.

3.3.1 The beginning

The beginning should confirm the purpose of the interview, introduce all parties by name and establish rapport. It should include the following: a. A warm and friendly welcome to the applicant by the Chairman, with very brief light conversation to put him at ease. b. Introductions of the members of the Interview Panel and others present, as well as their roles on the panel in simple, every day and non-Masonic terms. c. Clarification of the purpose of the interview, which is to determine whether the applicant meets the qualifications for membership and whether he and the Lodge are suited to each other. d. A brief and simple explanation that if accepted by the panel and by the Lodge the applicant would go through the ceremony of Initiation, that having done so he would be a Freemason for life and would be a member of the Lodge, of the Grand Lodge of Spain e. Confirmation by the sponsors that they are satisfied that the applicant meets the essential qualifications for membership.

3.3.2 The middle

The middle section of the interview should comprise a discussion built around the questions listed in Annex 2. These start with the applicant being asked to tell the panel about himself in his own words. This is likely to provide a rich source of information and should not be interrupted if possible. The questions continue with some concerned with the applicant’s interest in Freemasonry and motives for joining and then move into matters that relate to his membership and likely commitment and contribution to the specific Lodge. There may also be some questions unique to the specific Lodge, but the ones listed in the appendix will address most of the information that is required by the interview panel. Encourage the applicant to do most of the talking. If his answers to the standard questions do not provide the information you require, politely ask again but using different words. Ask open questions to get the applicant to open up. Ask closed questions to establish facts. Probe to get more detail and to test understanding. Provide feedback where appropriate. Observe the applicant’s body language. Is he open in his posture and hand gestures? Does he establish eye contact when communicating with panel members and does he connect with them? Does his body language suddenly change when asked particular questions? Be aware of your own body language, so as not to give the wrong message, react to the applicant’s answers or give away any contrary personal views. Work at being an active listener. Seek to understand the applicant’s point of view rather than seeking acceptance of your own. Demonstrate interest in what the applicant is

Page 48 |of 50 saying, patience and empathy with him as he expresses himself, positive body language and an understanding of his point of view. Involve yourself by responding to the applicant and by encouraging him to contribute more. Avoid saying too much about your own perspective, views or experiences.

3.3.3 The end

The end stage of the interview should include: a. Asking the applicant whether he has any questions that he would like to ask. b. An explanation of the next steps, namely that the panel will decide whether it will recommend the applicant to the Lodge Committee as a candidate for Initiation, how that decision will be communicated to the applicant and how the proposal, ballot and admission will follow. c. Thanks to the applicant for his interest and his time

4.0 Following the Interview

After the applicant has left the interview, the Interview Panel should consider two questions.

First, does the candidate meet the qualifications for membership of the Craft in general?

Secondly, is he suitable as a member of our Lodge?

In considering the first question, the panel must be satisfied that the applicant meets all the requirements defined by Grand Lodge, the Book of Constitutions and our landmarks and customs. They should also consider whether he has sufficient understanding of Freemasonry to recognise the commitment he is making and whether he has appropriate reasons and motives for joining, and appropriate expectations of the Craft and the Lodge. Evidence that the applicant meets these requirements will come from the sponsors and from the applicant’s answers to the interview questions.

In considering the second question, the panel must satisfy itself that the applicant would be acceptable to the current members and whether he himself is likely, based on the information available, to enjoy his membership and make a positive contribution to the Lodge. The panel should discuss any concerns and identify any risks. If they are in any doubt, they should ask the sponsors for any additional information that might help them to decide whether to recommend the applicant to the Lodge as a candidate. Only if they agree that the applicant is both qualified and suitable should they agree to recommend him.

Following all interviews, the Chairman should report the outcome of the panel meeting to the Lodge Committee and another member should write up the minutes of the panel meeting. These will be important for any subsequent review of interview practice in general and if the candidate decides to resign at an early stage.