Identifying and assessing top talent is one of the greatest opportunities for managers. After all, people and their behaviors are your primary competitive advantage. We’re not talking about a LinkedIn search for the right keywords or competitor resumes, but rather sourcing the right balance of critical thinking, emotional intelligence, adaptability, initiative, innovation, passion, and commitment.
The process of talent identification and selection for most small and mid-sized companies is reactionary at best, with managers scurrying to fill a hole with the best keyword-laden resume the internet can deliver. After enticing a candidate in for an interview, we often tell them why our organization is great, offer amazing opportunities, and lead the conversation 75% of the time, promoting ourselves while asking closed-ended questions like, “Are you familiar with X?” or “Have you had exposure to Y?” The affirmations pour in, but have we truly identified the behaviors that predict success?
Common Rating Errors and Biases
There are some common rating errors and interviewer biases that may influence our judgment process. Here are a few to watch out for:
Halo Effect: Judging a candidate as proficient in many areas due to their strength in one area. For example, a lead sales producer may not make the best manager.
Stereotyping: Assuming qualities based on associations. For instance, thinking someone from Disney must be creative.
Similar-to-Me: Favoring candidates who share similar styles, interests, or personalities with the interviewer.
Central Tendency: Viewing all candidates as “middle of the road,” making it hard to identify high-potential or below-average candidates.
The Benefits of Behavioral-Based Interviews
So, how do we lessen the reliance on interview “luck” and break the cycle of subjective criteria, human bias, and superficial evaluations? Implementing a structured behavioral-based interview can minimize false positives and create an objective process to ensure the best fit for both parties. Here’s a simple chronological outline for a behavioral-based interview process:
1. Welcome
Welcome the candidate, establish rapport, and set the interview rhythm and timeframe. Express your objective to assess behavior, culture, and skill fit.
Sample Questions:
“Please tell us a little more about yourself.”
“What are your top three drivers in selecting your next opportunity?”
“How would you assess the fair market value for your services today?”
2. Knowledge of the Company and Industry
Ask the candidate what impressed them most about your organization and any concerns they might have.
Sample Questions:
“What do you think are the underlying opportunities in our industry?”
“Can you walk us through your employment history, focusing on the size, scope, and roles you’ve held?”
3. Behavioral and Critical Thinking Scenarios
Present scenarios or role-play exercises to evaluate the candidate’s critical thinking and problem-solving abilities.
Sample Questions:
“Picture this scenario: [describe specific situation]. How would you handle it?”
“Provide examples of a project you managed and how you approached challenges.”
4. Assessing the Skill Set
Delve into the candidate’s core strengths and ask them to self-evaluate.
Sample Questions:
“What do you think are your core strengths in [specific area]?”
“How would you rank your skills in [skill], and what tools do you use to achieve success?”
5. Candidate Questions
Give the candidate an opportunity to ask questions about the role, company, or expectations.
Sample Questions:
“What questions do you have regarding the role or company?”
“On a scale of 1-10, how well do you feel you did in this interview?”
6. Closing and Next Steps
Thank the candidate for their time, and outline the next steps in the interview process. Be clear about the timeline and expectations for follow-up.
Avoiding Assumptions and Building Accurate Evaluations
When making inferences about a candidate, ensure that they are supported by relevant behavioral evidence. For example, instead of labeling a candidate as “unorganized,” note specific behaviors such as “failed to meet deadlines and did not communicate updates with the team.” Using behavior as the basis for evaluations helps ensure that candidates are assessed on criteria relevant to the job, not on personal biases or subjective traits.
For each skill or competency, use performance standards and success criteria developed with the help of subject matter experts, testing, and scenarios. This approach allows candidates to be evaluated based on their behaviors and actions against established criteria, not against other candidates.
Fostering a Culture of Accountability and Collaboration
Following this structured behavioral-based interview process will help ensure you are creating an environment where people excel in their roles, enhancing a mutually accountable and collaborative organizational culture. Remember, behaviors typically account for 85% of the reasons you’ve had to replace someone. By focusing on behaviors over skills, you’re building a team that is aligned, motivated, and equipped for long-term success.
To learn more about enhancing the value of your organization, contact us at info@flvcp.com. FL Venture Catalysts.
