If your organization wants to improve the fit of your hires, reduce the cost of bad hires, and have more candidates say “yes” to your offers, then this article is for you. Did you know that one-third of new hires fail within the first six months? According to a survey by Leadership IQ – 82% of managers say that in hindsight, their interview process elicited subtle clues. Clues that they were heading for trouble. But during the job interview, managers were too focused on other issues or too pressed for time. They didn’t know what to look for, or they lacked confidence in their interviewing abilities to heed the warning signs.
Here is a 3-step process to implement an interviewing for fit methodology in your organization:
Step 1: Structured interviews are more reliable than unstructured interviews.
Research indicates that structured, panel interviews have a higher mean predictive validity than other selection methods. When organized properly, panel interviews are a great tool for saving time and avoiding hiring mistakes. In fact, a panel interview alone can improve hiring accuracy by up to 30%.
Do you remember the show “Who wants to be a millionaire?”? On the show, when stumped, a contestant could use a “lifeline”. They could either call an expert (selected in advance, usually the smartest person the contestant knows) or poll the studio audience. Calling an expert was good, producing the right answer about 65% of the time. But polling the studio audience yielded the right answer 91% of the time! If we can avoid “group thinking” – the decision made by a group is consistently more reliable.
An added benefit is that panel interviews can enhance organizational culture – when a team makes a consensual decision, the whole team is invested in that employee’s success. But poorly organized panel interviews are a waste of time, if there is not a set cadence to the question process with a natural progression then it can feel like a firing squad from the client experience.
How many interviewers on the panel?
Depends on the level of the position. Junior to intermediate roles, 2-3. Executive roles it’s completely okay to have 5 or 6.
Who is on the panel? Typically the hiring team (the direct supervisor, any dotted line supervisors, and maybe one level up for more senior roles). But consider a 360 panel. I’ve seen this work quite well, 360 means potential future employees of the new hire, teammates, and supervisors. I appreciate both the diversity of the perspectives you’ll get, as well as the engagement. “I get to help pick my own boss? They care what I think? Wow, that’s cool!”
Step 2: The power of competency based interviewing.
Competency based interviewing is also known as behavioral interviewing, is predicated on the premise that past performance is the best predictor of future performance. During behavioral interviews, you extract specific examples of what the candidate has done in the past, not what they tell you they will do in the future.
What are competencies? KSAO’s Go to the full article.
Source:: Business 2 Community