Y
es, interviews still matter
You might have read article headlines like “Job Interviews Are Useless” and we agree that many are. Unstructured, off-the-cuff interviews don’t work. They provide such a small sampling of the candidate’s behavior and almost no information about competence. They lead to people hiring someone they think they’ll like rather than someone who will contribute, or to hiring the person most comfortable doing interviews. The unstructured interview is not a predictor of long-term performance.
Should you trust your intuition about a candidate? No. But how can you interview better?
Know the job
The better you understand the job and your organization, the better you can prepare for the job interview.
Before you post a job opening, you need to carefully analyze what the job requires. This should include what skills, behaviors, and interests will increase a likelihood of being successful in that position. Use a reliable resource such as
PXT Select’s Performance Library, based on Wiley’s data derived from 20 years of successful people in specific jobs and on the U.S. Department of Labor’s
O*Net database. Performance Library Models provide a snapshot of the preferred traits for a given job. You can know what qualifications are absolutely necessary and which are preferred. Remember that even validated pre-hire assessments should only be used for 1/3 of the decision. Interviewing is still a key aspect of ensuring you’re hiring well.
Know the organization
Know your organization’s culture - what it finds acceptable and what it doesn’t. If you have a clear understanding of your organization’s values and brand, it’s easier to tell if someone will be able to represent them. If a lot of work is conducted virtually or the boss regularly brings in her dog, the candidate should know. Both the interviewer and the interviewee should be able to evaluate if the job and the organization is a good fit.
It can also be a good idea to review what’s been said about your organization online and be prepared for questions. Look at
Glassdoor.com and peruse online company or product reviews. Decide how you will respond to questions or comments about these.
Be prepared
Everyone conducting the interview(s) should review the resume, cover letter, assessment results, job requirements and selection criteria. Interviewers should be prepared to represent their organization well. Having water available, being on time, knowing which questions you will ask are all professional courtesies that should be extended.
If your candidate has taken the PXT Select assessment, review the
Comprehensive Selection Report then identify and assign the suggested interview questions you want to ask. Consider any other questions you believe are important and assign those as well. Be sure to ask open-ended questions. Ask questions that will get at competency, outlook, interests and behaviors.
Know what information you’re looking for in answer to each question. There doesn’t have to be a right or wrong answer, but you should know what a good response will be. For example if you’re asking a question about teamwork, are you looking for an answer that shows collaboration, leadership or results?
Review what’s legal and not legal to ask during interviews. The
EEOC's Prohibited Employment Policies/Practices page is a good resource for this.
Be prepared to listen and to take notes during the interview. While evaluating candidates, these notes will jog your memory and provide better data for a discussion of candidate strengths and weaknesses.
Schedule a comfortable meeting room or location for the interview. If you’re doing the interview via video or phone, create a pleasing environment by preparing a courteous introduction.
Avoid interview bias
If you want to hire the best person for the job, you have to be aware of personal bias. This is most likely to occur during the first few minutes of an interview so don’t ask the most important questions right away and refrain from recording your immediate impressions.
Ask exactly the same questions of every candidate if they are not recommended questions from the Comprehensive Report. Record responses as completely and accurately as you can. This will prevent you from having a good recollection of only the first and last person interviewed.
Use an interview scorecard. This can be an actual scorecard with a few key items listed or it can be a rating for each interview question. Do the scoring right away. This will make it less likely that you will be influenced by the comments of others.
Share impressions, reactions and scorecard results. If you’re the most senior person, let others speak first so you don’t influence their comments.
Follow up
Don’t ruin your organization’s brand by not communicating with a candidate whom you’ve decided not to hire after the interview. Call them. If you thought they might fit in your organization but not this role, ask if you can keep their resume and assessment on hand for upcoming opportunities. Thank them for their time.