the Interview as a part of an Integrated Selection Process
Most interviewers think
they have good "instincts."
While interviewing is the most commonly used selection procedure, in most cases it is considered to be the least valid. Why? Because in most hiring interviews, an untrained interviewer reaches his/her decision about the applicant during the first 3 to 5 minutes of the interview and spends the remainder of the time rationalizing his/her decision.
But they don't.
The good news for the applicant - first impressions make the difference. The downside for the company - first impressions mean little in terms of predicting job success.
What do you really know about the candidate and their qualifications after only five short minutes? Very little. What you may know is whether you liked their choice of clothing, if they have a "firm handshake," or whether or not they appeared nervous. Are these the qualities that determine success in the job?
Unless they are well trained and use a behaviorally-based, structured process.
Generally, in-depth interviews are the last hurdle in the selection process. It is here that the interviewer (or the interview team) makes the final hiring decision. How do you give the interviewer the right tools to improve their chances of making the correct decision (and reduce the cost of making a bad hire)?
Most research indicates that the effectiveness of the interview will be greatly improved if you use a well-developed, structured, behavioral interview process which includes training for the interviewer(s).
A good interview process will: