WORKPLACE: Interviewing Talent: Why You Can't Wing It

Throughout the years, I have found there are two myths associated with hiring that go a long way toward understanding why so many hire decisions end up so badly.

The first is that successful interviewing and hiring is primarily a matter of judging character. The problem with this theory is that everyone believes he or she is a good judge of character! This is a perception most people have. It’s important to be a good judge of character and your "gut" has a role; however, interviewing and hiring is an art and a science. You need to master both.

The second myth is that there are shortcuts to interviewing and hiring. This is false! If you want to improve your hiring, you must commit time to it. Today, recruiting, interviewing and hiring are so important that the top person in any organization should spend a significant amount of time with it on a regular basis.

Beyond these myths, there are several tips that can improve your success when it comes to hiring talent. Let’s explore a few:

Establish a Process — When it comes to interviewing, you can’t just wing it. Every business should have an interview process. A well-designed, step-by-step system that’s easy-to-follow organized and compliant is crucial to success. There are many ingredients in a hiring system including an application form, a detailed reference check form, a background-check release form, job description, candidate evaluation form, job-related profiling/testing forms and others. Be sure you have a system or process and then follow it every time!

Use a Good Application Form — One of the simplest and best pieces of advice is to use a good application form and actually read it before the interview. Analyze the information and read between the lines. Keep in mind that all candidates are required to complete an application form under federal EEOC regulations. This is true regardless of whether or not the candidate submits a resume (which often equates to a balance sheet without any liabilities).

Prepare the Environment — Pick a room that is quiet, turn off intercoms, don’t take calls and eliminate disruptions to the greatest extent possible. All of this will help you concentrate and focus on the candidate and the responses. Also, sit next to the person, instead off across a desk, which can be intimidating. Avoid crossing your arms or legs, which sends a "closed" message. You should also take notes.

Don’t Overlook Basic Traits — Many interviewers make the mistake of overlooking basic traits that are essential for success. Traits such as a work ethic, maturity (which doesn’t necessarily come with age!), enthusiasm, initiative, a sense of humor, respect and good judgment are important. Many employers have found it is much easier to teach and train someone who is mature, intelligent, respectful and positive. But to try changing a person’s inherent qualities is difficult, if not impossible. Hire for attitude and train for skill. You’ll be better off in the long run.

Use the 80/20 Rule — The No. 1 mistake people make in an interview is talking too much. To get to know the candidate you must learn to talk 20 percent of the time and listen 80 percent.

Look for the "Just Like Me" Bias — This occurs when we hire people who are just like us. We tend to gravitate toward people who are like us. Obviously, unless you are perfect for the job, you want to avoid hiring people you’re attracted to because of traits or interests they have that are like yours.

Don’t Put the Cart before the Horse — Another pitfall in hiring occurs when a manager says, "We’re looking for someone who is mature, intelligent and hard-working. Tell me about yourself." Obviously, the candidate knows how to respond.

Avoid Legal Pitfalls — Don’t ask questions that are not job-related or that have anything to do with religion, age, disabilities, etc. Consider conducting background checks to reduce the liability associated with "negligent hiring." Don’t make promises you can’t keep and, if you obtain medically related information, be sure to comply with the Americans With Disabilities Act.

Think "Out of the Box" — Consider unconventional interview techniques such as: 1) Inviting the spouse or significant other to tour your office and ask this person why you should hire the individual; 2) Interview at the person’s home; 3) Conduct the interview while giving a tour. Watch how the person interacts with others; and 4) Give a half-day trial (watch wage and hour regulations and requirements to pay people for this time).

The Best it Gets — Remember, the closest a person comes to perfection (aside from a first date) is as a job candidate. If you have concerns about them during the interview, they are likely to be greater once the person is hired!

CONCLUSION. The concept is to hire hard, manage easy. Of course you can always hire easy and then manage hard. The choice is yours.

Interviewing well requires a systematic approach — a recipe of sorts. It’s like cooking. If you want to make the perfect soufflé, you don’t need to be Betty Crocker — you need a good recipe. So, write your recipe for interviewing and hiring and then follow it. You’ll be pleased with the results.

The author is president of the Winter Park, Fla., consulting firm, Seawright & Associates, Inc. She can be reached at 407/645-2433 or jseawright@pctonline.com.