July 6, 2009

Stick With Structure

The most deceiving aspect of the interview process, job evaluation process, and even performance appraisal system is that the candidates up for hire or promotion in an interview setting may not show their true ability in an interview.  Discerning who is a “fake candidate” and who is not requires a structured interview setting that will allow each candidate to have the same exact questions while being interviewed.

“If the interviewer’s first impression is positive in an unstructured interview process, the interviewer usually asks fewer questions of the candidate and quickly switches into a “selling mode” in which the interviewer now tries to “sell” the applicant on the organization.

RECOMMENDATION: Use a structure interview format, which creates a more legally defensible interviewing process because it asks all the candidates the same questions. Also be sure to separate the process of gathering information about the candidate from the processes of promoting (selling) the company, making a decision, and negotiating an offer. Each of these processes, as you will see below, is different.”

Too often, while interviewing a candidate, interviewers will go into this selling mode.  Unfortunately, they will not have the same view of each candidate and will judge subjectively instead of objectively.  Without proper employee review, or employee performance evaluation, the same can happen when trying to promote someone within a company.

Posted by Jay R. McGrath
June 23, 2009

Who is the Best?

It is likely that an interviewer will go through the entire interview process and not know how to properly identify who the best candidate for a position really is.  By using employee evaluation and employee review forms, the character and quality of each employee can be accurately assessed on one standard.  Unfortunately, many interviewers also believe a certain portion of the candidate’s judgment should be based on how their personality and qualities showed in the interview.  This is a mistake that often is made in the structured interview.

“Many interviewers assume that the top performers in an interview will also be the best employees.

RECOMMENDATION: Utilize an interview process that is less influenced by the personality and performance of the candidate and more heavily weighted to the quality of the answers and the actual or comparable experiences of the candidates that match the position.”

Using a job evaluation process that stresses the responses of the employees as opposed to how the responses were made by employees will likely result in a much better system for hiring employees.  This will allow for greater future hiring success, and a much more effective interviewing system.

Posted by Jay R. McGrath