Are Job Interviews Overrated? – Effective Solutions to Overcoming the Barriers

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Source: https://www.thejobnetwork.com/

Written by – Ranuli at OmeBiz

For years and years, the most commonly used method of selecting job candidates have been interviews.  In any organization, job interviews are often considered to be one of the most critical aspects of recruiting a person. However, this technique of recruitment may not be all that it’s cracked up to be. Interviews are often gruelling and tedious and don’t usually assist in making the best decision. So, why is it used as a standard of judging people?

The Problem

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Interviewers Read the Future

Consider a job interview: let’s say a recruiter gets an application from a well-qualified and experienced junior executive with very strong references. The recruiter interviews the candidate and is unconvinced. The recruiter then informs his colleagues that it is not worthwhile recruiting him. This is often considered to be the reasonable decision by most parties. However, it actually isn’t. Recruiters often cling to the fanciful notion that future performance can be predicted through an interview.

Gut Intuition for Sound Decisions

Interviewers frequently rely on gut intuition to make a sound decision about the candidate’s performance and their ability to fit well within the work environment. However, gut feelings can be and often are wrong. What’s more, the interviewer formulates a snap decision in the first five minutes of the interview and following that every other response and behaviour interpreted is done in a way that supports the initial decision made.

In addition to this, more than 80% of the candidates lie during their interviews, therefore the information that is collected is questionable at best.

The Internet has all the Answers

Furthermore, data and technology have begun to saturate recruiting where a majority of the top interview questions, even Google’s legendary questions, are listed in books and on the internet making it quite difficult to stump a candidate by asking a tough question. Thus, a savvy job seeker can simply study all the questions and answers and be able to theoretically answer them without being the least bit capable of doing the job.

Great Interviews doesn’t mean great employees

Most importantly, a great interview doesn’t necessarily mean the applicant will make a great employee. There are enough instances where an applicant may interview beautifully due to strong communication and interpersonal skills but may not fit the company’s needs. As well as this, undesirable personalities are usually masked with a warm smile, a strong sense of confidence and exuberant personality. It’s very challenging to expose such traits within a 30-minute conversation.

Thus, interviews are not only a tiny sample, they are not even a sample of job behaviour.

The Solution

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Behavioural Interviews

Behavioural interviews are formulated around the principle that the biggest indicator of future behaviour is past behaviour. These interviews are designed in a way to get candidates talking about their well-worn and sore talking points to demonstrate real action similar to what you’re asking the person to do in the future. Open-ended questions are used to uncover the candidate’s action and reaction for situations. Common examples of such questions are “Give an example of an occasion when you used logic to solve a problem. Give an example of a goal you reached and tell me how you achieved it.”

Structured Interviews

This is where companies move out of the norm, that is, standard and formulaic interviews and shift into a more specific and structured form of interviewing. Each interview is formulated in a manner that it caters to the position the candidate is applying for and fits the culture of the company’s different locations and work environments. For an instance, for some positions candidates are asked to prepare a presentation based on their impression of how the job should be done.

Profile Assessment

Candidates are expected to complete a profile assessment which comprises of 12 to 15 short games focused on evaluating various elements of cognitive, emotional and social traits. This helps the recruiter understand whether the candidate will be able to fit in well and the suitable function for that particular candidate. Personalized feedback will be given after the assessment.

Discovery Centers

This is where candidates undergo a truly immersive day-in-the-life of an employee experience. Prospective employees spend an entire day to get to know the facilities and go through multiple interviews with members across all departments. This technique is oriented around a real business case study giving the recruiter the opportunity to assess the candidate’s potential whilst giving further insight into the organization’s work environment.