Advertisement

Interviewing Candidates: 3 Ways to Avoid Snap Judgments

Have you ever hired the wrong person? If so, perhaps you are an emotional interviewer?

An emotional interviewer tends to make judgments on first impressions. In a matter of minutes, an emotional interviewer may decide if someone is competent or not. Not surprisingly, they often make poor hiring decisions.

All hiring managers are susceptible to "emotional" hiring mistakes. Why? Because we are human and we like to hire people that we like or that may mirror ourselves.

First impressions, good or bad, tend to skew the interviewer's evaluation of a candidate. Given the difficulty of overcoming first impressions, what can you do as a hiring manager to avoid making hiring decisions based on emotion?

? First, conduct phone interviews. Phone interviews are an excellent way to avoid first impression mistakes. You will not be influenced by appearance or gestures; allowing you to concentrate on what the candidate actually says.

? Second, ask performance-based interview questions. Performance-based interviewing, commonly known as behavioral based interviewing, is an approach that looks at past behavior as the best predictor of future performance.

? Third, be prepared. Having a structured list of interview questions will keep your interview discussion focused on job skills and past performance.

TIP: Wait at least 30 minutes from initial introduction before you assess a candidate's competency - good or bad.

In summary, don't be too quick to judge. Be prepared and keep emotions at bay by asking job related, performance-based interview questions.

Ann Clifford is the Founder and President of Safari Solutions, an HR consulting firm focused on helping companies hire better. Over the past six years, Ann has worked closely with over 120 business owners in delivering improved hiring results. Ann graduated from Indiana University with an accounting degree and started her career with Price Waterhouse. With over 15 years of entrepreneurship, Ann is an advocate of small business. She is a board member of Entrepreneur Alliance of Indiana, and an active member of the the National Association of Women Business Owners, Network of Women in Business, and Venture Club of Indiana.

 

PREV PAGE NEXT PAGE

1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53, 54, 55, 56, 57, 58, 59, 60, 61, 62, 63, 64, 65, 66, 67, 68, 69, 70, 71, 72, 73, 74, 75, 76, 77, 78

Most Popular

Related Articles

Guidelines For Conducting A Good Meeting
Okay, so you've figured out what kind of meeting is needed, you've planned well and you have all the right materials. - Begin on time, clearly stating the meeting objective and your intentions to stick to type, time, topic, agenda- Obtain agreement on the agenda items and times for each item- Agenda changes must be consistent with meeting objective, type, time limits- Consider having a time keeper, rather than letting topics exceed time limits- Use action language to assign responsibilities -- What will be accomplished, who will accomplish it, time frames and deliverables (when and how to be accomplished)- Appoint a scribe to document meeting results- Have a "parking lot" for topics not on the agenda - at end of meeting - Review parking lot, decide resolution, assign follow-up, if appropriate- Anyone who feels the process is not supporting the objectives of the meeting should speak up and share this observation- Decide date and time for next meeting, if needed- Debrief the meeting (should take less than 5 minutes.