How it works

Assessing and selecting top talent is primarily a human activity. While steps to improve the assessment process can be codified and automated, no method is 100% accurate at predicting who will be the best candidate for a given role. At the same time, some people have more of the necessary skills, interest, curiosity, questioning and listening skills, and motivation to prepare for candidate assessments than others. The fact is that despite years of experience evaluating and hiring people for jobs, many recruiters, managers, and peer interviewers often fall prey to under-preparation and personal biases. However, those with the motivation to put in the effort and leverage their natural assessment talents make better judges of success and of selecting the best candidate for a job.

As a result, it is leading practice to measure and compare interview and selection capabilities across the organization and identify those who are best at assessing talent and selecting the best candidates. Consider the costs associated with poorly matched new hires—short tenures, lost work team productivity due to open jobs, time spent training and acclimating new hires, low new-hire and early-tenure engagement levels, and the related expenses of recruiting replacements. The financial, organizational performance, and staffing stability impacts of quality hiring decisions are essential elements of building and maintaining high-performing organizations. That starts with ensuring high-performing employee selection teams.

looks_oneDefine and document what makes a successful interviewer