Interviewers may think that they don’t need any process improvement, but structured interviewing ensures that each candidate is measured on an objective scale with little or no bias. Using structured interviews could predict candidate success, whereas unstructured interviews are unfair for many candidates and may lead to a less than perfect fit. Interviewers are susceptible to making snap judgments and will consequently view the candidate as they’re assumed to be, instead of objectively.
Have a list of standard questions
These should make it so that whoever is in charge of the interview provides a uniform experience for each of the candidates. The questions should be applicable and used for every interviewee. Avoid gender bias in your question set.
Ask both hypothetical and behavioral questions to get a clear picture of your candidate’s ability. Hypothetical questions assess future behavior, ability to think quickly and insight into how they would handle certain situations. You can apply a common situation from your company into a hypothetical question. Behavioral questions assess previous actions, such as what they did in a former company and one customer service experience they facilitated and are proud of. These will provide insight into how the candidate has proven themselves and provided value to previous companies.
Allot the same amount of time for each interview. Don’t allow interviews to go over this time by more than a few minutes, so that each candidate gets the same amount of valuable time.
Ask for feedback
After each interview, either in person or online, ask the candidates for feedback about the structured interviewing process. You may see where you’ve missed an important question and add it to your process, or notice a question that made a candidate uncomfortable and strike it from your process. Do not be too proud to ask for improvements.
Judge on the same grid
Make sure each interviewer understands how to rate candidates based on different, set variables. That way each candidate is assessed on the same qualities and when the interviewer is removed, a third party would be able to select the candidate objectively. Train your interviewers so they understand how this rating system works and they all work within the same parameters. Google provides an excellent sample grading rubric here.
Determine the attributes you’re looking for in each employee. Most of these set of attributes shouldn’t be limited to the position, but should be used to assess each employee that comes to the company regardless of department or division. For example, you could value independence in your company, so that should be one of the attributes each interviewee needs to rate each candidate on.
Training and facilitation from Profiles Asia Pacific
If you don’t have time to train each interviewer, or interview each candidate, you can outsource this important responsibility to Profiles Asia Pacific. We take the structured interviewing process a step further by using standardized assessments, backed by years of research and experience, to determine your best fit. Visit our solutions page to see how we can help.