The HR Digest - - Recruitment Point -

Ac­cord­ing to re­search, un­struc­tured in­ter­views, which lack the depth and a can­di­date’s ex­pe­ri­ence and ex­per­tise meant to un­ravel or­gan­i­cally through con­ver­sa­tion, are of­ten un­re­li­able for pre­dict­ing job suc­cess. Struc­tured in­ter­views, whereas, each can­di­date is asked the same set of ques­tions in a stan­dard­ized in­ter­view process can help re­duce bias by al­low­ing em­ploy­ers to fo­cus on the ob­jec­tive of hir­ing the one who’ll con­trib­ute to the or­ga­ni­za­tion. Struc­tured in­ter­views are not just about ask­ing ques­tions in a cer­tain se­quence. Sev­eral com­pa­nies, in­clud­ing Google, struc­ture the con­tent of their in­ter­view process us­ing data. Peo­ple in an­a­lyt­ics de­part­ments of­ten crunch data to fig­ure out which in­ter­view ques­tions are highly cor­re­lated with on the job suc­cess. A can­di­date’s take on cer­tain ques­tion can give you a clue about their fu­ture job per­for­mance.

A study found that im­pres­sions made dur­ing the first ten sec­onds of an in­ter­view could im­pact the in­ter­view’s fi­nal out­come. Mean­while, another study sug­gests that em­ploy­ers hire peo­ple they like most on a per­sonal level. This sort of nat­u­ral chem­istry or com­mon in­ter­est can lead to­wards an un­con­scious bias. In­stead, rat­ing can­di­dates as you would on their other skills dur­ing the in­ter­view is the way to go.

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