A job interview is the best way to learn a candidate’s priorities and if their expectations align with yours. It’s time to discover if a candidate is a good match for your organization and if your company can help the candidate find success. There are many different methods for interviewing, so it can be difficult to know the best way to find top talent.

In 2009 and other high unemployment years, many candidates were either unemployed or concerned about losing their job, so they were eager to ‘sell’ themselves as a worthy candidate. But the tables turned in 2023 - employers have become the sellers, and candidates are now the buyers. Highly qualified candidates are in high demand, so learning to interview and properly vet the candidates you’re talking to is more important than ever to stay ahead of the competition.
 

This article will dive into some tips and best practices for a successful job interview to help you find the right candidates for your organization.

Interview Best Practices

What are some of the best methods for ensuring a successful interview? Companies that perform the best interviews have a strategy to identify the areas they want to learn about from the candidate to determine if they are a fit. They also make sure to “divide and conquer” with their hiring team. Most candidates will meet with roughly four people at an organization if they make it to the end of the process, so it’s important to coordinate with the hiring team and have a plan.

Companies without a plan run into issues such as asking the same questions over and over or not discussing and agreeing on their expectations for the candidate beforehand. Companies that do it right have lower turnover and better-quality hires because they are coordinated in that effort. They decide what questions each person will ask, and which questions everyone can ask.

Interview Questions

Now let’s talk about the best questions to ask in an interview. First and foremost, it’s crucial to train your managers in how to interview properly. Most have not received any type of formal training, as many companies don’t take the time to invest in training, mentoring, or creating a strategic interview plan (and just because they’ve been interviewed before doesn’t mean they know the best way to do it).

A best practice is behavioral interviewing, which means that you are asking the candidate less about their opinion about themselves and more about examples/case studies around each area you are exploring.

For example, ask for specific times in which they have failed, things they have improved upon, and what types of projects or roles/responsibilities their current boss assigns them today. This gives you an indication of their skillset with proof rather than just taking their word for it.

You should also give the candidate time to demonstrate what’s important to them in the form of their questions. The most important question to ask a candidate often can be, “What questions do you have for me?” What the candidate asks, and the order in which their questions are asked, tells you their priorities and indicates what’s important to them.     

Interviewing for Core Skills

Today’s job market is incredibly competitive, and very few (if any) candidates check every box on your job description. For candidates that don’t have every requirement but have the core skills your organization needs, you will need to interview them differently. You and your hiring managers must interview and hire for fit, skillset, and diverse backgrounds instead of an exact match with the job description. This also ensures a more inclusive and effective interview process to drive better hiring decisions and support your organization’s diversity, equity, and inclusion initiatives.

You need to focus on the validation of skills and potential. Look at the people who are currently successful in your organization, their communication skills, how they work as a team, what happens when they’re put into situations when they’re out of their comfort level, etc. Use their backgrounds, core skills, and styles as a foundation builder for finding similar talent.

You must also avoid bias and unconscious bias during interviewing, as well as consider the use of inclusive language (correct use of pronouns, etc.) to make every candidate feel comfortable during the interview process.

Training and development courses like “Interviewing for Core Skills in a Competitive Job Market” can show you how to find the best fit for your company’s culture and needs and find talent with a diverse skillset to bring to your organization.

Pace of the Interview

The overall pace of the interview process is important as well. The ideal scenario is somewhere around 14 days from the first interview to the offer (for the right person). This rapid but necessary pace paired with a well-choreographed interview can help lead to successful recruiting.

The reason for a faster pace is the competitive nature of the market. Much like the housing market, those who don’t move fast and make an offer can lose the house they wanted to another buyer. Companies that take longer to hire can miss out on top candidates and are often left looking at lower-quality candidates. Time is your enemy – don’t assume that the candidate will be around for as long as it takes to complete your interview cycle, especially candidates motivated to make a change. They will move on to another offer.

This pace also contributes to the importance of maintaining a positive image and reputation in the job market as an employer. By moving quickly and communicating with the candidates in a timely fashion, you are treating every candidate with respect. Word will travel and your reputation will improve among job seekers. You don’t want negative reviews to hurt your chances of attracting top talent.

In summation, your organization must stand out among your competitors to attract the best talent in this competitive job market. Your interview process needs to be efficient and relatively fast paced, and your questions should revolve around learning the candidate’s priorities to ensure that they are the best fit for your organization - and that your organization is the best fit for them.

Author Bio

David Lewis is the Chief Executive Officer of OperationsInc, one of the largest HR consulting firms in the nation, and winner of 11 Hearst Media Top Workplace Awards. As a leading and respected voice in the areas of HR, talent management, business issues, and HR crisis management, David is a go-to subject matter expert and source for the media. Prior to launching OI in January 2001, David began his 37-year career in HR and Operational Management.

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