2. Try a better line of questioning
What are your weaknesses? Where do you want to be in five years? What would you do if…? These questions sound familiar because they’re the standard interview questions that have been asked for decades. In many cases, employers are still asking them. That, says Crispin, needs to stop. “Many companies out there still take a lot of pride in creating really bizarre questions to surprise the individual, hoping it will show some insight and allow them to make a better decision. I consider that to be a bankrupt concept.”
In the past, candidates would be subjected to a volley of standardized questions — some related to the job and some not. “Any question unrelated to the job which focuses on personality or biographic fit and isn’t part of a formal predictive validation program is, in my opinion, an example of the kind of dinosaur recruiting that has been apparent for many years,” declares Crispin. He says the only legitimate interview questions are those that are occupationally focused, behavior-based, or relate to the experience the candidate will have in the company’s culture.
Crispin also advocates for giving interview questions to candidates in advance. By springing questions on candidates he says, “All you’re assessing is the individual’s ability to — at best — respond spontaneously under conditions of stress.” Crispin says giving candidates a chance to contemplate the questions ahead of time yields better results because candidates can provide more honest answers for recruiters to judge them by.
3. Prepare for an honest dialogue
Tough questions from candidates about salary levels, the company’s work environment and why previous employees left the company are no longer taboo during interviews. That’s a direct result of the power of social media, which allows employees, ex-employees and previous candidates to share information and opinions about a job and a company with everyone in their network and beyond.
“The transparency of a corporation is increasing at a very fast pace, but it’s not under the control of the employer,” explains Crispin. That transparency makes honest, authentic dialogues between employers and candidates critical.
“A conversation is a two-way process,” says Crispin. “If you, as an employer, are going to prepare for a one-way conversation in which you ask hard questions, how prepared are you to answer hard questions from candidates truthfully?”
Address this increased transparency upfront by preparing hiring managers, recruiters and other interviewers with honest, open answers to the tough questions that will be asked.
It’s a new decade and a rapidly changing hiring landscape. Using these three steps for a new interview process will help employers and recruiters keep up with the pace of change and make more strategic hiring decisions. You’ll be surprised at how simple ways to streamline will become evident.
Using an easy reply mechanism, having more focus and saving time — these three simple, low-cost steps will create a better experience for your candidates and better results for your company.