Let me start this piece with a giant caveat – I know I’m not the world’s best interviewer. I get bored, I have a tendency to wander in to areas that interest me and I want to explore and I have (on the very odd occasions) been known to be judgemental – don’t wear Christmas socks to an interview with me in March.
Whilst I’m willing to accept my own foibles are far from ideal, I’m also constantly surprised by the approach taken to interviewing by HR professionals and business leaders alike. Let me put it another way…
If you were making any other £50,000 investment decision, would you turn up to the investment meeting five minutes late, not having read the investment proposals and make a decision based on a variety of criteria and questions that have little if anything to do with the required product or service?
Ultimately each piece of recruitment, each interview is exactly that – a piece of procurement. And as such there are simple steps we can take to make sure we increase our chances of a better outcome.
- Looking far and wide for the best providers (recruits)
- Carry out good research and due diligence on the shortlist (application process)
- Assessing against relevant and comparable criteria (interview questions)
- Selecting based on moderated assessments (marking and rating of interviewers)
Too often we approach the interview process through the lens of employment law and regulatory requirements. And whilst this is a necessary consideration it shouldn’t be our ultimate focus.
Best practice is about best outcome and delivering real commercial value, perhaps more than anything else.