Interviewing 101

Hiring can be a hit-or-miss proposition. Sometimes a promising candidate turns out to be a disaster; frustrating colleagues and hurting client relationships. Some companies subject candidates to a battery of interviews in the hope that lots of talk will lead to better hires. But it might be that the answer isn't more interviews—it’s better interviews.

One of the many responsibilities of running a business is to interview candidates; yet rarely are we formally trained or evaluated on this skill. Interviews are notorious for not predicting whether a candidate is equipped to be successful in a job; research suggests most organizations would have better luck choosing whom to hire by flipping a coin. It should be simple to conclude that to improve the hiring process at an organization, the interview, and therefore by extension the interviewer, should be improved.

Easier said than done, right? Recruiters and hiring managers alike are victims of their own hubris- have you ever met one who said they didn't think they were good at interviewing? The first step is to objectively identify one's own weaknesses. The next is build an interview process that’s a win / win for both the interviewer and candidate.

Hiring Achievers; the achiever model is built on determining if a candidate has six core competencies to compete successfully. Hiring achievers who match your company’s needs, and who will excel in accomplishing your goals, is the achiever’s goal and objective. Using the six core competencies as your foundation then utilizing behavioral interviewing which emphasizes past performance and behaviors will give you the information needed to qualify or disqualify the candidate.

What are the big six? First let me preface, whether you’re hiring an entry level sales position or CEO, indentifying and matching the competencies can get the result you need; (1) team builder, (2) Producer, (3) survivor, (4) Integrator,(5) creator, and (6) entrepreneur. Lastly let’s review some best practices that should be a part of your selection process.

Make sure your interviewers have the training and knowledge needed to identify talent.
Do you know your company culture and who will thrive in your environment, i.e. your vision or mission statement?
Has the position been discussed in detail and approved by all that will be involved in the hiring process?
Do you have a selection team with several team members assigned for multiple interviews?
Be slow to hire. The best hiring decisions are intentional and the desired outcome is a win / win for both candidate and company

Remember: Candidates who feel favorable about the interview are also more likely to recommend your organization to others.

Bio: Brian Anderson is a registered corporate coach and certified selection expert who also provides a suite of other services that include but are not limited to: executive search, coaching and retail consulting. Brian Anderson is founder and principal of BA Search Group. Before launching his own practice Brian spent two decades leading and coaching high performance teams. Brian Anderson BA Search Group, www.basearchgroup.com, email brian@basearchgroup.com

Remember: Hire the right people, train them effectively and follow-up with consistent coaching.