When you look at the job candidate above, what do you see?
Do you see a confident, high-performer, ready to ace the interview?
Or a timid young girl with no confidence?
No matter what you saw, you probably had an opinion, right? It’s a natural human response.
The problem with first impressions is that interviewers make fast judgements on candidates — often times in the first few seconds of meeting them. And whether they know it or not, they’ve already made their hiring decision before the first question is even asked.
Whenever I listen to business leaders or other thought leaders speak on the topic of talent, I like to unpack their insights. On an episode of the Tim Ferris podcast, Peter Thiel revealed one of his “go to” interview questions.
While I’m not a big fan of using “go to” or favorite interview questions, I think it’s interesting to study them. People ask them for a reason. Typically it’s because the questions elicit a response that the asker cares deeply about.
The interview process at most organizations is inconsistent, error prone and riddled with hidden costs. Rarely do companies have a documented plan of how to manage all of the complexities involved with delivering a consistent experience. And with so many stakeholders involved — Recruiters, Coordinators, Candidates, Executive Assistants, multiple Interviewers, etc. — the likelihood that something will eventually go wrong is high.
When I turned 15, I got my first job in a restaurant. It was at a fast food chain called Rax which, if I recall correctly, was like a cross between Wendy’s and Arby’s.
Even though I was just a kid, I remember a lot of lessons from that first gig that I carry with me to this day. The biggest lesson being — hire slow…fire fast!
In this article, I’m going to focus on the “hire slow” part because — let’s face it — the “fire fast” strategy is what you typically see in a restaurant environment and it’s not very productive. Continue reading
An interview evaluation form, also known as a candidate evaluation form, is a tool designed for hiring teams to report their feedback about a job applicant after a round of interviews.
At your company, does your hiring decision process include a post-interview candidate debrief meeting?
OR…do your interview teams do one of the following…
Interview guides are a great way to improve your hiring process. They provide hiring managers and the entire interview team with a consistent format for assessing talent. And, if you use them correctly, they can help you reduce your chances of asking an inappropriate question to your job candidates during an interview. Let’s look at some of the components of a great interview guide.
FIRST — DOWNLOAD A COPY OF OUR INTERVIEW GUIDE TEMPLATE! (CLICK HERE)
When Dianna Clemons opened her small hair salon 5 years ago, she didn’t have a plan for how she would hire her first employees. So, like most small business owners, she relied on people she knew to find her first couple hires. But as her initial staff turned over a year later and her network ran dry, she was forced to begin hiring people she didn’t know. And she didn’t have a good process for how to hire those people!
That’s when the problems began.
Great interviewers are not born…they’re made. While the notion that some managers are better at judging talent can be true, there are some simple things that an average interviewer can do to become a better interviewer – fast! Here are three of our favorites: Continue reading