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.

Personnel selection via interview often inefficient: 8 rules for better job interviews Michael Lorenz_Professionelle job interviews

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Here writes for you: Michael Lorenz is managing partner of grow.up. Management consulting. Profile

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Blisters instead of x-ray

Overview

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.

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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 post I would like to break down the 1 × 1 interview guide step by step. For this I have set up 8 rules:

Rule no. 1: Define framework conditions

Overview

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.

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Rule no. 2: Give the interview structure

Overview

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

Overview

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.

In this way, they have been proven to achieve significantly better scores than the much-praised "four-eyes principle," which often does not work properly, because two of the four eyes are not quite as attentive and then much energy is applied to the candidate "Healthy" - ie the visible deficits as still passable represent.

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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

Overview

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

Overview

A close look makes it easier for you to hypothesize. My basic rule in personnel selection is (for all advertising friendliness): "you are not". It is "you do not," because candidates who sit opposite me, in principle, go first with empty "points account" at the start and then, in the course of the interview, can convey their skills and I falsify or "verify" my "hypotheses".

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Rule no. 6: Language is not everything

Overview

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.

In other words: not just verbal impressions in the interview record, but on the basis of as real as possible, taken from everyday practical tasks a "sample" of the candidates request, depending on competence and degree of experience, of course, adapted difficult. This can be a technical presentation, the processing of a case study or the solution of a mailbox exercise. Good candidates do not have a problem with it at all and use the examples you have attached to get insights on what you and the potential new one are Company busy at the moment.

Rule No. 7: Enter the "meaning forest" of the applicant

Overview

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's not the art to ask 300 incoherent questions in the interview, but the more meaningful information comes from recognizing why the candidate did or did this and that. What we learn about him from this theme - how he has changed, through this and that event ...

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

Overview

If you ask questions that candidates can not really answer (because they lack too much information to reasonably answer), we force candidates to fabulate. Our feeling then tells us that he did not actually give a clear answer to our question, in the evaluation after the interview we rate him as "smooth and a little wobbly".

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

Summary

Overview

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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