Disruptive Interviewing Strategies
How to identify, and hire smart, reliable, and productive employees
Posted on 01-17-2019, Read Time: Min
Share:
Whether you are a C-level executive, human resources specialist, or the hiring manager, you have probably googled “Best interview questions for employers to ask candidates.” Every link has a list of questions to ask: the basic common ones, the getting to know you questions, situational questions, management questions, sales and marketing questions, and the list goes on.
As a behavioral and management psychologist, are you willing to bypass the same old – same old interview questions and instead attempt to develop a new arsenal of interviewing strategies: Strategies that can quickly assess whether the candidate is smart and going to be a reliable and productive employee? Bottom line: How to hire the right employee for the right position.
Warning: One size does not fit all. Until now you probably been asking candidates the same dozen questions using your cheat sheet gleaned off the internet or from one of those human resources books in your office. Are you flexible and brave enough to give a disruptive approach a try? It may not fit your behavioral and management style, not to worry. Change is not painful, just a little uncomfortable at first.
Below is a sample of the numerous disruptive assessment strategies, many of which may have you scratching your head. Although the logic of many is obvious, constant practice, rehearsal of delivery, role playing and simulation are required. You may even have to watch an old Columbo episode or two to see first hand how he delivers his questions.
While various forms of artificial intelligence may be able to ask these questions, the strategies require the interviewer to build a relationship with the candidate to optimally execute the strategy. The applicant sitting in front of you has to first like you, the interviewer, before liking your organization, and seriously considers the job, if offered.
Pre Interview: Check out the applicant’s Facebook and LinkedIn pages. Take notes on both the pluses and minuses of what you read and see. The more business intelligence you do, the more ammunition you have to impress the candidate.
Pre Interview Observation: In your reception area, on a coffee table in front of a sofa or chair where the applicant may be seated, lay out a copy of the morning newspaper, People Magazine, and your company brochure. Keep the applicant waiting for a minimum of five minutes upon arrival. Ask your receptionist to observe which, if any, the candidate reads while waiting or if he peruses his phone.
The Interview: Following your polite opening conversation with the applicant, let the disruption begin with the following questions and tasks:
• Extend your arm showing the candidate your analog wristwatch and ask, “What time is it?”
• How much is nine times eight?
• Can you write cursive?
• How long can you go without checking your cell phone?
• Do you do any volunteer work on a regular basis?
• Hand the applicant a sheet of lined paper with the following directions,“Beginning with the letter A and proceeding alphabetically through Z, list an item on each line that can be found in a supermarket. For the letter A, apple, avocado, Aleve, aspirin.” Give the applicant three minutes to complete the task.
• Ask the applicant to name a state she has never visited. Then ask her to name three cities located in that state.
• Give the applicant a pen and pad with the following directions, “Using a minimum of five sentences. Yes, you may use more than five; tell me, Why you want this job?”
Do the above questions and tasks appear easy? They aren’t. Try them yourself. Ask a coworker, one of your best employees, your spouse, even a neighbor etc., to imagine they are a job applicant for any position of their choice. Administer the eight-item sample above to see how well they fare. The results may surprise you.
Scoring: Using all of the above information, were you able to gain a greater insight to determine whether the applicant is smart and going to be a reliable and productive employee? If you answered, Yes, What is your reasoning for your positive response? If you responded, No, Why is the applicant not a good fit for your organization? You are now building your own arsenal of positive and negative behavioral characteristics.
The Challenge: Were you able to determine which specific skills and predictors of success were assessed in less than 30 minutes?
Without the need to develop an algorithm or multiple regression equation, would your C-level executives, human resources staff, and hiring managers gain greater information, data, and insight to make the decision and financial investment to hire and train this applicant? Not a sermon, just a cost-effective thought.
As a behavioral and management psychologist, are you willing to bypass the same old – same old interview questions and instead attempt to develop a new arsenal of interviewing strategies: Strategies that can quickly assess whether the candidate is smart and going to be a reliable and productive employee? Bottom line: How to hire the right employee for the right position.
Warning: One size does not fit all. Until now you probably been asking candidates the same dozen questions using your cheat sheet gleaned off the internet or from one of those human resources books in your office. Are you flexible and brave enough to give a disruptive approach a try? It may not fit your behavioral and management style, not to worry. Change is not painful, just a little uncomfortable at first.
Below is a sample of the numerous disruptive assessment strategies, many of which may have you scratching your head. Although the logic of many is obvious, constant practice, rehearsal of delivery, role playing and simulation are required. You may even have to watch an old Columbo episode or two to see first hand how he delivers his questions.
While various forms of artificial intelligence may be able to ask these questions, the strategies require the interviewer to build a relationship with the candidate to optimally execute the strategy. The applicant sitting in front of you has to first like you, the interviewer, before liking your organization, and seriously considers the job, if offered.
Pre Interview: Check out the applicant’s Facebook and LinkedIn pages. Take notes on both the pluses and minuses of what you read and see. The more business intelligence you do, the more ammunition you have to impress the candidate.
Pre Interview Observation: In your reception area, on a coffee table in front of a sofa or chair where the applicant may be seated, lay out a copy of the morning newspaper, People Magazine, and your company brochure. Keep the applicant waiting for a minimum of five minutes upon arrival. Ask your receptionist to observe which, if any, the candidate reads while waiting or if he peruses his phone.
The Interview: Following your polite opening conversation with the applicant, let the disruption begin with the following questions and tasks:
• Extend your arm showing the candidate your analog wristwatch and ask, “What time is it?”
• How much is nine times eight?
• Can you write cursive?
• How long can you go without checking your cell phone?
• Do you do any volunteer work on a regular basis?
• Hand the applicant a sheet of lined paper with the following directions,“Beginning with the letter A and proceeding alphabetically through Z, list an item on each line that can be found in a supermarket. For the letter A, apple, avocado, Aleve, aspirin.” Give the applicant three minutes to complete the task.
• Ask the applicant to name a state she has never visited. Then ask her to name three cities located in that state.
• Give the applicant a pen and pad with the following directions, “Using a minimum of five sentences. Yes, you may use more than five; tell me, Why you want this job?”
Do the above questions and tasks appear easy? They aren’t. Try them yourself. Ask a coworker, one of your best employees, your spouse, even a neighbor etc., to imagine they are a job applicant for any position of their choice. Administer the eight-item sample above to see how well they fare. The results may surprise you.
Scoring: Using all of the above information, were you able to gain a greater insight to determine whether the applicant is smart and going to be a reliable and productive employee? If you answered, Yes, What is your reasoning for your positive response? If you responded, No, Why is the applicant not a good fit for your organization? You are now building your own arsenal of positive and negative behavioral characteristics.
The Challenge: Were you able to determine which specific skills and predictors of success were assessed in less than 30 minutes?
Without the need to develop an algorithm or multiple regression equation, would your C-level executives, human resources staff, and hiring managers gain greater information, data, and insight to make the decision and financial investment to hire and train this applicant? Not a sermon, just a cost-effective thought.
Author Bio
| Dr. Elliott B. Jaffa is a behavioral and management psychologist and creative problem solver with over 25 years of training and management experience. As a dynamic and high-energy professional keynote speaker, trainer, and marketing consultant, his focus is on results and solutions--the immediate transfer and application of learning to the workplace. Visit http://ejaffa.home.mindspring.com Connect Dr. Elliott B. Jaffa |
Error: No such template "/CustomCode/topleader/category"!
