Staff selection via application interview often inefficient: 8 rules for better job interviews


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Numerous studies prove that the interview is the weakest instrument in the selection of staff - and still the most widely used. As good as no candidate comes without an interview in his new position. Learn how to get closer to the decision for the right candidate without listening to your gut feeling alone.

Michael Lorenz_Professional job interviews


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Michael Lorenz Michael Lorenz

Michael Lorenz is managing partner of grow.up. Management consulting.

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Blisters instead of x-ray

Most of us believe that in the course of their professional career, they acquire a more accurate look for employees and their peculiarities with increasing experience.

Unfortunately, the science here speaks a different language: it is only true for the fewest. Therefore, we have to look for other ways to improve the predictive quality of our interview procedures.

In this article I would like to break down the 1 × 1 of the interview process step by step for you. I have 8 rules:

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Rule no. 1: Define framework conditions

It is a difference, whether on Tuesdays early in the morning to an unsympathetic candidate or on Friday evening a sympathetic candidate to oppose.

Try to create uniform, or at least comparable, conditions for your interviews.

Rule no. 2: Give the interview structure

Structure helps. It provides (assuming we abide by it) a significant help in not allowing too extreme differences in the way the interview is conducted.

What you need is a guide that contains specific questions that you can ask applicants in your interviews. This will give you a good degree of standardization and comparability of your interviews.

Rule no. 3: Many eyes see more

Try it: the candidate completes five interviews, for example, with five interviewers, and each of the interviewers only shares his / her attitude or refusal decision after the interview. There is no agreement between the interviewers.

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In this way, you can achieve significantly better values ​​than with the much-praised “four-eyes principle”, which often does not work properly, because two of the four eyes are not quite as attentive and a lot of energy is then applied to the candidates “To pray healthily” - to present the visible deficits as acceptable.

Even if you do not do five interviews, try three of them. They receive as a reward for the effort already a much better accuracy.

Rule no. 4: Specify a reference frame

Is 230 Volts Lots or Little Voltage? Right to answer this question, you need reference values ​​or a frame of reference. And that's just the way we want to make useful statements about the motivations, characteristics, behaviors and levels of experience of potential employees.

We need a schema or model for evaluation. I recommend that you proceed according to a human model. There is an easy-to-handle yet highly accurate human model for use in recruitment decisions.

Rule No. 5: Make a hypothesis

A closer look makes it easier for you to make hypotheses. My basic rule when selecting personnel is (with all advertising friendliness): “You don't”. It is “you not” because candidates who are sitting opposite me generally start with an empty “points account” and then, during the interview, can convey their skills to me and I falsify or verify my “hypotheses”.

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Rule no. 6: Language is not everything

Leaving, as always, the purely linguistic level. Many competences and skills must be available so that a new employee can actually become the pillar of success. Try to capture as many different competences as possible in the interview.

That means: Not only recording verbal impressions in the interview, but requesting a “work sample” from the candidates based on tasks that are as real as possible and taken from everyday practical life, depending on the competence and level of experience, of course, difficult. This can be a professional presentation, the processing of a case study or the solution of a post basket exercise. Good candidates have no problem with this at all and use the examples you provide to get an insight into what you and the potential new one Company busy at the moment.

Rule No. 7: Enter the applicant's “forest of meaning”

This rule is the most difficult, although it is quite simple. At incredible speed we label, sort and evaluate. We have, however, mostly learned more about our own view of the world than about how the candidate sees them.

So it is not the art to ask 300 incoherent questions in the interview, but the much more substantial information arises when we recognize why the candidate does or did this and that. What we learn about him from this topic - how he changed through this and that event ...

Rule no. 8: Do not bring the candidates to the hang

If you ask questions that candidates cannot really answer (because they lack too much information for a reasonable answer), we force the candidate to make a fabulous statement. Our feeling then tells us that he actually did not give a clear answer to our question, in the evaluation after the interview we rated him as "smooth and a little wobbly".

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We overlook the fact that it was our nature of the question that caused the candidate to somehow have to try to “fetch” an answer in the “fog of possibilities” so as not to have to say “stupid question, next please”. So only try to ask questions from a context that the candidate knows from his own experience. With a little practice, it becomes increasingly easier for you to embed your hypothesis that you are testing into the context of the applicant.

Summary

If you take these rules into account during the interview, you are much closer to the decision for the right candidate. You will find out how to give your interviews the necessary structure in the following article.


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