DESIGNING THE PERFECT INTERVIEW PROCESS

The interview process, in many organizations, is broken. Even the most successful organizations who pride themselves on process fail to answer key questions—What’s the best way to go about the interviewing process? How should you record the thoughts of each interviewer? How many people should be involved? Is it easier to just let interviews fall into place as opposed to having a sticking to a process?

So, why is devising an interview process so difficult for so many organizations? Well, because it seems like there are millions of ways to interview. Here at our company, we’ve been headed more toward a structured interview process and we’re already seeing the benefits of it.

Structured interviews

A structured interview process is intended to create a consistent way to interview and assess candidates through:

An agreed understanding of the candidate requirements.
  • Standard questions
  • Standard ratings
  • Standard training
  • Standard process
  • These types of interviews have been shown to increase predictive validity by 100% (and much more, according to some studies).

What’s great about structured interviews is that the interviewers dig into specific topics, not questions, feeling things out, personalizing the interview, asking questions as they come up in conversation.

You might be sitting there reading this and thinking, “What’s the real benefit to a structured interview process? Should I use scorecards? What can my organization get out of this?” Let’s dive in.

Objectivity

Having a structured interview process will allow your team to compare apples to apples instead of apples to, let’s say, dragon fruit. When it comes time to review notes/data after all of the interviews have been completed, the team will be able to go back and take a look at how each candidate fared in certain areas.

For example, if interviewer A always interviews on company values/cultural fit, interviewer B always interviews on technical ability to perform on the job, and interviewer C always interviews on the candidate’s ability to teach a dog to ride a skateboard, for example, the data will always be comparable. Interviewers A, B and C will have concrete thoughts on how each candidate performed in their respective area and a decision will be easier to make based on what is being sought out for a particular role.