Are your Managers trained to interview & hire?

Are your Managers trained to interview & hire?

ARE YOUR MANAGERS TRAINED TO INTERVIEW & HIRE?

Great Managers Aren’t Automatically Great Interviewers

Hiring is one of the most important decisions a manager makes.

In this three part series, we will look at how many managers responsible for interviewing and selecting new employees have never received formal interview training. They may be highly capable leaders and experts in their field, but interviewing requires a different set of skills.

SIX QUESTIONS TO ASK

1. Do they know what they are actually assessing?

Before an interview takes place, the hiring manager should understand exactly what success in that role looks like. That means agreeing the essential:

2. Are your interviews structured?

Good interviews shouldn’t simply be conversations.

Candidates should be assessed against consistent, role-relevant criteria, with core questions agreed in advance.

Structured interviewing helps employers make more consistent comparisons between candidates and reduces the influence of personal preference or “gut feeling”.

Clark Tip:

Create an interview scorecard before meeting the first candidate – not after.

3. Do managers know what they can and cannot ask?

Interviewers need to understand the boundaries around appropriate interview questions. Questions concerning areas such as age, family circumstances, pregnancy, disability, religion and other protected characteristics are not to be asked during and also before or after the interview in a conversational way.

4. Can they assess competency properly?

A candidate giving a good interview does not necessarily mean they will be good at the job. Managers should know how to probe beyond polished answers. Competency-based questioning can explore how the candidate naturally behaved in that work situation, the decisions they made, the challenges they encountered and the outcome they achieved.

Follow-up questions are critical.

Explore: “Tell me about a time you inherited an underperforming team. What did you do, and what changed as a result?”

5. Are they selling the opportunity too?

An interview is a two-way process.

Strong candidates are assessing your organisation at exactly the same time as you are assessing them.

Managers need to be able to communicate:

· Why the role exists

· What success looks like

· The team and culture

· Career opportunities

· Leadership expectations

· The realities and challenges of the position

· Why a strong candidate should join

6. Are decisions based on evidence — or gut feeling?

Comments such as:

“I really liked them.”

“I’m not sure they’d fit in.”

“They reminded me of someone who worked here before.”

“I just didn’t get a good feeling.”

are not strong selection criteria.

Managers should be able to explain why one candidate has been selected over another, using evidence gathered against predetermined criteria.

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