Client Articles |
Issue 17
How To Conduct Better Interviews
Overview:
When it comes to conducting candidate interviews, many hiring managers freely admit to finding the task of comparing candidates and accurately assessing those with the closest fit a real challenge. The following article will help you develop a set of guidelines to improve the interview experience for both managers and candidates alike.
Article Overview
When it comes to conducting candidate interviews, many hiring managers freely admit to finding the task of comparing candidates and accurately assessing those with the closest fit a real challenge. The following article will help you develop a set of guidelines to improve the interview experience for both managers and candidates alike.
Introduction
McKinsey & Co first coined the phrase "the war for talent"[1] in 1997. In the 11 years since, the gap between the numbers of baby-boomers entering retirement and the number of available graduates with the right critical skills to replace them has widened[2]. Gen X + Y candidates are becoming more selective about who they want to work for. Over the last 12 months in Australia, demand has clearly outstripped supply in the banking and finance sectors for those with specialist skills. For some roles and geographic locations (e.g. financial planning in Western Australia), salaries alone have increased by almost 23% in an attempt to attract staff[3].
When you add to these trends the wealth of resources available for candidates to prepare for interviews[4],[5] it's little wonder that a 2007 global survey on hiring managers revealed almost half are feeling pressured to "sell" jobs to candidates[6]. This type of pressure only increases the chance of hiring the wrong candidate, costing the business even more time and money in the long term. But if sales training for hiring managers is not the solution, then what is? How do you go about improving the interview skills of your hiring managers?
Step 1: Define Your Interview Objectives
It may seem an obvious place to start, but what are you actually trying to achieve in an interview? To attract and retain high quality staff, your hiring manager must ultimately answer four very simple questions re each applicant:
1. Can they do the job? (are they competent?)
2. Will they do the job? (are they capable?)
3. Will they fit in? (are they culturally right)
4. Will they do items 1 to 3 above at a high level of performance? (are they consistent?)
It is highly unlikely that all of these questions can be answered in a single face-face interview. Most 'best practice' recruitment processes involve multiple phases with anywhere between 2-4 interviews in total. Each interview has different objectives and is designed to gather and confirm different information.
Step 2: Develop Your Interview Structure
This means that you must be very clear about what each interview is designed to achieve, and create an interview structure that works clearly towards that goal. Each type of interview should follow the same process, including: the same list of questions, an introduction and conclusion that clearly states the purpose of the interview, expected outcomes from the interview and "next steps" post interview.
Typical types of interviews include:
1. Phone Interview: Often used after receipt of the resume to screen candidates prior to being invited for the first face-face interview. Good questions to ask include:
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Tell me briefly why you're interested in this particular role?
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| (ii). |
Why are you looking to change roles at this point in time?
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| (iii). |
What makes you think that you're well suited to this role?
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| (iv). |
What are you looking for in a company to work for?
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| (v). |
What are your salary expectations?
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| (vi). |
At what stage are you at right now in your job search process? (If you're speaking to a strong candidate you need to be aware where else they are looking and where their decision making process is at).
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The key dynamic in a phone interview is that because body language cannot be read, an interviewer is receiving only 45% of the total communication message. As such, hiring managers should be made aware of telephone techniques that help them accurately interpret both verbal content and tone of voice. For example, a rising pitch and faster pace may indicate genuine excitement in your role. The phone interviewer also needs to be aware that their verbal reaction to a candidate's statements will have a major influence on what the candidate says next.
2. First Face-Face Interview: This is typically used as a forum to go through the candidate's resume and history of achievements in detail. The current best practice model is in-depth behavioural or competency based interviewing. The candidate is asked a series of standardised questions designed to reveal examples of behaviours that are used to assess the candidate's proficiencies in one or more job-related competencies. For each question, the interviewer is hoping to hear a "S.T.A.R." answer, that includes all of the following:
a. The Situation in which the behaviour or action occurred.
b. The Task that the situation required or their ideas for resolving the situation.
c. The Action - what the candidate did or obstacles that had to be addressed.
d. The Result - the outcome of their behaviour.[8]
For example, to assess leadership ability, an interviewer might ask a candidate to "Describe a time when you had to persuade someone to do something that he/she did not want to do. What did you do and what was the result?"
To assess technical competency, a problem could be given and the candidate would be asked how they would create a solution. |
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One Interviewer or two?
Many people believe that a two person interview is essential for all positions from mid-level management upward. Two interviewers can help increase the chance of an objective assessment; provide opportunity for both interviewers to be the observer, and allow each interviewer to play to their strengths.
If you think it's too expensive to tie up two hiring managers, calculating the full cost of mis-hiring for senior appointments should help sway the argument.
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At the most senior level if a wide range of competencies are being assessed, these types of interviews can sometimes take up to 2-3 hours. Good candidates are well versed in how to pass 'entry-level' competency interviews that only cover 1-2 competencies. Longer interviews can often help reveal themes and patterns of behaviour that help separate the high performers from the rest of the pack.
3. Second / Subsequent Interviews: Depending on your process, this could be anything from a role-play, to meeting their potential boss / team, to demonstrating products / services, to reviewing draft employment contracts. Specific skills required can range from de-briefing (e.g. "how do you think you went in the role play?") to assessing team dynamics or high level negotiation questioning skills.
Step 3: Identify Interviews Skills Gaps and Work to Fill Them
With your objectives defined and structure developed, you can then benchmark your hiring managers' skills to see where they need additional training or coaching support (e.g. questioning techniques, reflective listening, negotiation skills). Just as you have job role competencies for hiring managers to match candidates to, you must have a skills framework for hiring managers to apply during interviews and measure them all against the same criteria. |
Avoiding Emerging Legal Pitfalls
Most organisations have well established anti-discrimination policies that cover gender, religion, ethnicity, pregnancy etc. However, there are two emerging issues relating to candidate interviews you need to develop clear policies on:
- The use of information on candidates gleaned from Google, Facebook, MySpace or other social networking sites to influence decision-making ; and
- Interviewing candidates from major competitors to learn insider information without intending to hire.
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Conclusion
When it comes to hiring, the simple truth remains that "Fit is it". If you get the right people in the right roles on your team and for your organisation, you will absolutely increase the odds of retaining them in the future.
Outside of a strong employment brand, the hiring manager is potentially the single greatest asset in building a high-performing workforce. Given the alternative and the cost of mis-hiring, it makes sense to invest heavily in ensuring hiring managers are able to execute their role to the highest possible standard, especially when it comes to the fine art of interviewing.
References:
1. Michael, Ed: "The War For Talent", Boston: Harvard Business School Publishing, 2001, p.1
2. Human Capital + The War For Talent
http://www.ceridian.co.uk/hr/nav/human_capital/1,4102,571,00.html
3. Hays Specialist Recruitment Banking Sector Commentary
http://www.hays.com.au/salary/banking.aspx
4. Vault's Guides to Finance Interviews http://au.vault.com/store/book_preview.jsp?product_id=1567&parrefer=2000&gclid=CNKV15zBlJECFRpdagodsXNzPw
5. http://www.efinancialcareers.com.au
6. War For Talent Steps Up A Gear
http://www.management-issues.com/2007%2F3%2F28%2Fresearch%2Fwar-for-talent-steps-up-a-gear.asp
7. CPA Australia Interviewing Tips
http://www.cpaaustralia.com.au/cps/rde/xchg/SID-3F57FECA-B5499D0B/cpa/hs.xsl/720_7851_ENA_HTML.htm
8. Structured Behavioral Interviewing - http://www.softwareceo.com/discussions/structured_behavioral_interviewing.php
9. Australian salary research - understanding what pay rates are competitive
http://www.livesalary.com.au