The tried and tested methodologies that existed for conducting job interviews have now become redundant, say experts. Hence, in a quest to hire the best, it’s a must to revamp existing techniques and rectify the loopholes that are present in the current interview processes.
Sanofi-aventis India recently hired a senior level manager. The candidate was interviewed by three separate panels. Her probable immediate manager and senior managers from the team interviewed her to evaluate her in areas of technical competence; the HR manager focused on specific behavioral competencies required for the role and the team of senior leadership including the business head and senior director HR focused on the candidate’s strategic occurs and her ability to culturally adapt herself to the organizational culture. They all exchanged notes from all levels and ensured they ewer fully satisfied with the candidate’s performance in each of these areas before taking the hiring decision. The above case studies clearly indicate the new approach many organizations are adopting towards job interviewing techniques to ensure the right fit gets hired. At time when organizations are investing money and time towards grooming talent they cannot afford to have a wrong hire on board. And such mistakes could be avoided during the interview stage itself and HR needs to exercise caution to ensure just that. Today environment is charged with dynamism. Within everything, right from an organization’s values in its end objectives undergoing a change, it is imperative that obsolete methods of gauging potential employees done away with and innovative ways are adopted. Several experts complain that there are many bloopers that HR commit while interviewing prospective employees.
Certain clichéd questions like where did you see yourself five years down the line continue to be asked – the objective may be essential but the way to get an answer to that question needs to undergo a change. Organizations need to train their personnel better it comes to interviewing. The managers involved in interviewing must have a clear idea about the needs of the role as well as the organization and should be supported by appropriate tools. A simple example would be the interview evaluation sheet. It’s mostly taken or granted and many a times, is just a collection of some generic parameters rather than a real reflection of an organization’s need. According to MD, DDI India, in interview we see that interviews make the same mistakes they are sometimes not prepared or may not have the CV with them; they may not have a clear plan of questions and therefore, may ask leading questions probing unnecessarily into a person’s private life.
Additionally interviewers sometimes take over the discussion and do not follow the 80 – 20 rule, where the candidate is allowed to talk 80 percent of the time. We also sometimes look for clones of ourselves – people who studied at the same institutions or have worked in the same organizations and so on. Another danger is to look for the good candidate and not the right candidate. Global Head HR and RMG, Infogan Corporation enlist few flaws that exists in the current job interviews processes: (1) People tend to react to first impressions and sometimes kept one positive attribute imply that all; other aspects of a person’s behavior will be positive. An employee may turn out to be not as skilled or personable as was initially believed and the performance of the organization deteriorates and (2) business conditions or growing demands can force a relaxation in hiring standards. If they fog the mirror, they’re a strong candidate. Many people overlook signs of trouble in their haste to relieve the burden on the business.
It’s therefore evident that there are no flawless interviewing techniques that HR can use to hire the right talent. However, there are several unique, innovative measures that will help you keep such bloopers at bay. After all, HR cannot afford, quite literally to have a wrong hire, especially during such testing times.