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As an interviewer, your role is that of a gatekeeper. Your job is to ensure that every job applicant who enters the company deserves to be there. Unfortunately, no matter how many questions you ask potential employees during an interview, the image they present can be quite different from who they really are.
So how can recruiters make sure that the person they bring into the company can handle their tasks and fit in well with the rest of the team? Thirteen experts from Forbes HR Council suggest a few guidelines that interviewers can use to ensure they select the most suitable candidate.
Photos are provided by individual members
1. Trust your instincts
Follow your instincts and use the interview to get to know the person. Too much structure to interviews doesn’t allow for a personal connection and really getting to know someone. The way you do this is to make your interviews conversational and simply talk to the candidate. Let the conversation unfold. – Diane Strophus, Betterworks.com
2. Look at talent and cultural fit
Work experience is good, but talent and culture are critical. How will this candidate relate to their supervisor and their team? How will they manage the expected work schedule and responsibilities? How well do they understand your customer base? Hiring practices must assess employee fit and competence, and companies must use their intuition and data analysis to make employment decisions. – Courtney Pace, Ph.D., FedEx Employees Credit Assoc.
3. Give them a suitable task
You won’t find a candidate who says, “I’m nasty!” Nor will their references come out and say that. As a result, you need to be creative and delve into the selection process. Our people and culture team recommends a second interview where the prospective hire can demonstrate the requirements of the job they will be performing. We got our people and culture Extraordinare to facilitate the performance and it paid off! – Tish McFadden, Maryland Oncology Hematology
4. Take the candidate out of the office
Meet them at a restaurant or coffee shop and see how the candidate behaves in a less formal setting. Ask yourself if you enjoy spending time with this person and if you feel that they make you better or smarter by being around them. Ask yourself if you would like to be led by them. This will tell you a lot more about the candidate. – Ben Martinez, Ramp Talent
5. Use behavioral assessments
Behavioral assessments are an easy and inexpensive way to give you more confidence that a candidate will be successful in a role. Resumes and reference checks can provide insight into the skill set a candidate brings, but the softer side of the equation is often why people fail in new roles. – Sherry Susky, Tricon American Homes
6. Look beyond the resume
Hiring teams wrap themselves in fancy resumes. Sometimes the best employee has the worst resume. Interviewers should ask questions and pay close attention to the answers. What has this candidate achieved compared to what he participated in? How do they approach working and collaborating with others? What role do they play in teams? Make suggestions to candidates who best fit the role and your organization. – Jennifer Marshallek, Working credit NFP
7. Trust the process
Trust that the interviewing process, including panel interviews, reference checks, and talent assessments, worked and provided enough data to triangulate and align with the “best” candidate. Then use these insights to create a plan to onboard the candidate and set them up for success from day one. A “good” candidate can become the “right” candidate through effective onboarding. – Jessica DeLorenzo, Kimball Electronics Inc
8. Focus on the future
I know it sounds weird, but spend less time focusing on past accomplishments. Instead, focus the interview on reviewing with the candidate what needs to be accomplished in the first year and what their experience gives them the skills and confidence to achieve their first-year job goals. – Dustin Finer, Covetrus
9. Look for signs of an open mind
If no one stands out at the end of the interview process, look again at candidates’ answers to questions that show how they would respond to changes and feedback. You always want to choose someone who is open-minded and willing to accept feedback over someone who is experienced but unwilling to admit that they can make mistakes or learn new, better ways of doing things. – Laura Spawn, Virtual Vocations, Inc.
10. Use constraints to reflect the real world
Most interviewers are effective at asking behavioral questions. One possibility is to use progressively difficult questions to assess the candidate. Start with a real-world problem, then introduce constraints such as scale, dates, resources, budget, or risks. It increases evidence of the candidate’s thought process and experience, suggests how your company works, and limits canned responses. – Karen Crone, Paycor, Inc.
11. Leverage Reference Checks
As with shopping for a new service, many people rely on reviews to inform their decision-making process. This method can also offer value when shopping for new talent. Testimonials provide a unique perspective on a candidate’s performance from the customer’s perspective. This view is important because it focuses on the candidate’s past performance, which is a good predictor of future performance. – Dr. Timothy J. Garden, BMC software
12. Consider employees’ growth needs
Finding the right person for the team is just as important as making sure they are happy once hired. So during the interview, make sure you take the time to find out what they want from the role. If they want to be promoted quickly or work cross-functionally and that’s not in the cards, set expectations with the candidate and decide if it’s a good use of both of their time before they join. – Jessica Adams, Brad’s deals
13. Increase case interviews
While “culture fit” and referrals may make you feel better about your new hire’s compatibility with your team, unfortunately, they don’t guarantee a high-performing employee. Case interviews will give you a more realistic representation of your new hire’s level of expertise and ability to communicate with a variety of colleagues. – Erald Minga, Kellogg School of Management
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