There’s a lot less science involved in most interviewing decisions than job-seekers realize. I wrote an article for LinkedIn a few weeks ago, Five Things You Must Not Do in an Interview and Five Things You Must, to help job-seekers avoid the most common interviewing blunders and improve their interviewing skills. These were based on my book, The Essential Guide for Hiring & Getting Hired.
Once job-seekers have mastered these five basic DOs and Don’ts, they can further improve their interviewing odds by altering how interviewers make
hiring decisions. When evaluating candidates, most interviewers emphasize
a candidate’s level of direct skills and experience, and the quality of the
person’s interviewing presentation skills. From this, they make judgments
about the candidate’s overall ability, team skills, work-ethic, resourcefulness,
cultural fit, and future potential, among others. While these factors are useful
indicators of on-the-job success, there's a lot of guesswork involved when making
the actual assessment.
For candidates who aren’t a perfect match on the skills side, or don’t
possess the “right” interviewing personality, there are some ways to proactively
shift the interviewer’s decision towards a more balanced assessment. It starts
by recognizing that when interviewers make their assessments, they focus on just
a few of these five sources of information.
How Interviewers Make Their Hiring Selection Decisions
The best way for a candidate to be more fairly assessed is to
ask questions to refocus the interviewer’s attention toward factors that
actually predict performance and away from those that don’t. Asking questions
early in the interview about the job itself, the challenges involved, the
resources available, how it became available, and how it relates to other areas
of the business is the best way to make this shift. Just asking the questions
brands the candidate as assertive, insightful and responsible. Knowing what the
job is really about allows the candidate to then provide detailed 1-2 minute
examples of comparable accomplishments. As part of this, it’s important to
describe how new skills were learned and used, if there is a gap on this
Box-checking skills and making important hiring decisions based
on personality and presentation skills, preclude a lot of great people from
getting hired for jobs they're fully capable of handling. Focusing the
assessment on factors that better predict success will not help a person get a
job he or she doesn’t deserve, but it will certainly help these people get one
Originally Posted On: Linked IN By: Lou Adler
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