How to eval­u­ate a can­di­date af­ter job in­ter­view weekly re­port

Kuwait Times - - BUSINESS -

Job in­ter­views are the most in­for­ma­tive part of the hir­ing process; dur­ing these ses­sions, the em­ployer has the op­por­tu­nity to ask many ques­tions about the can­di­date, un­der­stand their ex­pe­ri­ence and ca­reer mo­tives, and also show­case the com­pany and the ben­e­fits as­so­ci­ated with the va­cant po­si­tion. How­ever, as soon as the in­ter­view is over, the hir­ing man­ager is tasked with eval­u­at­ing the can­di­date, their per­for­mance on the in­ter­view, and their suit­abil­ity for the job.

Here are the steps that, the #1 Job Site in the Mid­dle East, rec­om­mends us­ing for eval­u­at­ing can­di­dates af­ter the in­ter­view:

1. Pri­mary cri­te­ria

With­out doubt, a list of skills, aca­demic qual­i­fi­ca­tions, and work ex­pe­ri­ence must be spec­i­fied be­fore even an­nounc­ing the vacancy. How­ever, as you com­mence with the job in­ter­views, it is very help­ful to boil down the list of your search cri­te­ria to the most crit­i­cal ones. Cre­ate the pri­mary list of 10-12 cri­te­ria that you will not com­pro­mise over. This will make it eas­ier for you to ex­clude can­di­dates who fail to meet the most es­sen­tial re­quire­ments, and you can move on to the next steps with those who sat­isfy all of the pri­mary cri­te­ria.

2. Score card

Com­par­ing can­di­dates against each other qual­i­ta­tively is rather dif­fi­cult. For in­stance, how do you know which can­di­date has bet­ter lead­er­ship skills? The an­swer is to use pre­designed on­line tests that can ver­ify the can­di­date’s skills. Al­ter­na­tively, you can use a score card. Cre­ate a scale (one to 10 for ex­am­ple) to plot the skills and traits you re­quire. Based on the can­di­date’s per­for­mance in the in­ter­view, as well as their qual­i­fi­ca­tions, as­sign them the ap­pro­pri­ate score.

3. Be­hav­ioral check­list

Eval­u­at­ing a can­di­date should also in­clude as­sess­ing their be­hav­ior dur­ing the in­ter­view, and un­der gen­eral cir­cum­stances. Con­sider, for in­stance, the can­di­date’s punc­tu­al­ity, body lan­guage, com­mu­ni­ca­tion style, en­ergy level, lis­ten­ing skills, and gen­eral in­ter­ac­tion with prospec­tive col­leagues. Ob­serv­ing such be­hav­ioral traits from the mo­ment the can­di­date ar­rives for their in­ter­view un­til they leave can be very telling about their work ethics and ded­i­ca­tion to the job.

4. Ref­er­ence checks

If you have gath­ered a ref­er­ence list or some rec­om­men­da­tion let­ters, which are ex­tremely valu­able assess­ment tools, then this would be the time to go through them. Make some phone calls and dis­cuss the can­di­date’s qual­i­fi­ca­tions and pre­vi­ous ex­pe­ri­ences. Gain as many de­tails as you need and com­pare the an­swers you re­ceive against what the can­di­date pro­vided dur­ing the job in­ter­view.

5. So­cial me­dia search

One of the eas­i­est, yet highly in­for­ma­tive, tools for eval­u­at­ing the can­di­date post-in­ter­view is con­duct­ing a so­cial me­dia search. You can sim­ply start with a Google search then go through spe­cific sites such as Face­book, Twit­ter, or In­sta­gram. So­cial me­dia can be an hon­est rev­e­la­tion of the can­di­date’s per­son­al­ity, in­ter­ests, and pas­sion. Such in­for­ma­tion will help in de­cid­ing whether the can­di­date truly fits within the hir­ing team and com­pany cul­ture, or not.

6. Sec­ond in­ter­views

Even if your hir­ing process typ­i­cally in­cludes one in­ter­view, do not rule out the pos­si­bil­ity of hav­ing ad­di­tional op­por­tu­ni­ties to sit with and talk to the short­listed can­di­dates. Hav­ing more than one in­ter­view, with vary­ing styles, can be ex­tremely use­ful for dif­fer­en­ti­at­ing can­di­dates who per­formed at the same level or if you are still miss­ing some de­tails from a can­di­date. It is also a good op­por­tu­nity for the job seeker to re-as­sert their qual­i­fi­ca­tions and be more com­fort­able in their seat.

7. Panel dis­cus­sion

Whether you were the only in­ter­viewer or had a panel in­ter­view, you should feel free to seek out in­put and sug­ges­tions from your team. Talk to hu­man re­sources, prospec­tive peers and su­per­vi­sors to gain their im­pres­sion on the can­di­date. Hir­ing a new team mem­ber im­pacts many ex­ist­ing em­ploy­ees from dif­fer­ent de­part­ments and their in­put can be highly in­flu­en­tial. At the end of the day, as a hir­ing man­ager, you should be able to make a well-in­formed and ob­jec­tive hir­ing de­ci­sion based on the goals and in­ter­ests of the com­pany. is the #1 job site in the Mid­dle East with more than 40,000 em­ploy­ers and over 26,750,000 reg­is­tered job seek­ers from across the Mid­dle East, North Africa and the globe, rep­re­sent­ing all in­dus­tries, na­tion­al­i­ties and ca­reer lev­els.

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