Stop Hiring Toads!

Franchiseek Magazine – November 2007
by John Boyens

Have you ever hired someone because they “blew your socks off” in the interview only to have them turn into a “toad” once they became an employee? Most managers have had that experience. So what happened and more importantly how can you avoid having it happen again?

What probably happened is during the interview process you subliminally switched from interviewing the person to trying to hire the person! Let me be more specific. Let’s say that you’ve had an “open” position for quite some time. Let’s say that you, or other employees, have to cover for that open position and it’s putting quite a bit of strain on the organization. Finally a candidate appears at your door that at least “looks the part.” He or she sits down for the interview and as they answer the first question you observe that they were quite articulate and that they answered the question they way you wanted them to answer the question. The second question you ask probably became easier than the first because you think that they may be the one! All of a sudden you move full speed ahead into the hiring mode. You tell them about the job. You sell them on the company. You sell them on the benefits and so forth. You did everything except interview them! One way to keep from falling into that trap is to use a process called behavioral interviewing.

Behavioral interviewing is a technique based on the fact that a candidate’s past and present behavior is the best predictor of how he or she will behave in the future. But behavioral traits don’t appear on a resume… they can only come from an interview. Furthermore, interviewers need to obtain repeated examples of a specific behavior to ensure that the behavior they are observing is “real” and not just “turned on” for the interview itself.

By asking questions about past experiences an interviewer can better predict future behavior by:

• Eliminating misunderstandings
• Preventing the “halo effect” (e.g., can do no wrong)
• Reducing the candidate’s ability to mislead

Interviews not based on exploring competencies inevitably focus exclusively on education, experience, and knowledge… exactly what’s on the resume! While these are clearly important, they only reveal what a candidate “said” that they did. Behavioral interviewing helps get at the “how” and “why” behind a candidate’s performance and what he or she is likely to do in the future.

Let me give you some examples of behavioral or situational interview questions:

• “Who is the best boss you’ve ever worked for and what made them so good?”
• “Tell me about a difficult customer situation that you were able to satisfactorily resolve?”
• “Describe your job hunting process and desired outcome?”
• “Tell me about a time you had to complete a “rush” project with no resources and little direction?”

Before you interview the candidate it’s important to establish timelines and guidelines for the interview. Here are some tips for conducting a successful interview:

1. Set the Tone…Establish rapport and help create a pleasant atmosphere. Following the greeting, some “small talk” is usually of value to relax the applicant and help establish open communication.
2. Set the Agenda…Take control of the interview and explain what will occur during the 30-minute interview process. Let them know that you will be taking notes.
3. Gather Information…Interviewing requires listening, probing, reflecting, summarizing, and evaluating skills. Ideally, the interviewer should talk only about 25% of the time and the candidate should talk the other 75%. Ask 5-8 behavioral or situational questions similar to the ones highlighted in this article. Avoid asking questions that require only a “yes” or “no” answer.
4. Describe the Position…Provide a “realistic job preview.” It is critical for candidates to receive an honest overview of the job responsibilities, the work climate, your expectations, compensation, hours, overtime requirements, training, etc. This is one of the most critical and yet overlooked steps in the interview process. Unrealistic expectations by an interviewee or the interviewer are a sure-fire recipe for disaster!
5. Answer Questions…The applicant’s objectives are to gather information about the position, as well as, sell him/herself. Provide the opportunity for applicants to accomplish these objectives towards the end of the 30-minute interview.
6. Conclude…Ask the candidate what two things he/she wants to be sure you know about them. Thank the applicant for his/her time and explain what will happen next. (i.e., when the hiring decision will be made, how it will be communicated, etc.)

By establishing a behavioral interviewing process companies will be better able to assess potential candidates in terms of skills, attitude, aptitude and “fit.” Remember, leave the “toads” on their lily pads and hire people that will help your company grow and prosper!