Top tips for interviewers


Part 1: Suitability Screening


In Part 1, Interviewer, Trainer and Conference Speaker, Frank Newberry, offers some tips on how to test suitability before holding an interview so that you can separate the ‘well qualified wannabes’ from the better suited ‘sure things’ you are after.


In Part 2, Frank will offer his ideas on how to ‘interview for evidence’ so that you are not left to ‘rate the reassurances’ left behind by so many candidates


I


feel that I must start on a slightly serious note. All the evidence I have seen suggests that the most popular suitability test is (no surprise here) the job interview. However, I have also seen research that says that an untrained interviewer’s success rate at getting the right person for the job is only 31%, and the success rate for trained and experienced interviewers is only 61%.


Despite this, many employers use only the interview method to test a candidate’s suitability - whether the job is an operational or a supervisory one. Today, I want to encourage you to test suitability in other ways, i.e. to run a number of simple suitability tests - before you hold any interviews.


Tip 1: Base your tests on what you want the successful candidate to be able to do for you


If you want someone, for example, to be able to hand cut grass with precision and pace, then arrange to have a test area set aside (at your facility or elsewhere) where you can test each of your candidates individually, privately and fairly. The more candidates you test the better the selection you will have to choose from for the next test in the sequence and, eventually, the interview(s).


Tip 2: Use multiple tests


You should devise a number of tests so that candidates are tested on the full range of essential skills they need to do the job properly. There could be, for example, a ride-on mower test, a pesticide spraying test, a problem solving test, a ‘working together’ test and so on. For each test you should establish success criteria like accuracy, safety, an attractive result, harmony in the team etc.


Tip 3: Give all candidates the same information about the test


Write the essential directions for each test down, and then read them out clearly to each candidate or group of candidates. Taking care to do this should prevent anyone complaining that you are more helpful to some than you were to others. You might even say that you will be reading aloud the same directions to everyone.


Tip 4: Test your tests in advance


You can rehearse or test each of your tests in advance using your qualified staff.


120


Testing will give you an indication of their fairness and effectiveness. If the current staff can do the test reasonably well, then it might be fair to assume that the successful candidate(s) should be able to meet the same standard.


Tip 5: Arrange tests in order of significance


To save time during the testing - and even more time at the interview phase - sequence your tests so that the essential tests are taken first. For example, manual dexterity tests and safe working habits. Anyone failing the test of an essential requirement need not be tested further. This screening, or elimination process and the pass/fail performance level, should be explained to everyone in advance, or at the outset, so that people do not get nasty surprises on the day.


Tip 6: Do not expect the best qualified - on paper – to perform best on the day


Aside from nervousness, which you can expect and make allowances for on the day, some fully briefed candidates will show a better aptitude for the skills and abilities being tested than their seemingly better qualified competitors. The evidence suggests that there is no correlation between academic qualifications and success in the workplace. However, a correlation has long been noted between suitability test achievements and success at work. It is, therefore, best to be cautious about rejecting those applicants who meet your qualifications standard but are not the best qualified.


Tip 7: Get the candidates to work together


A real bonus when you are inviting people for selection tests on a particular day is the opportunity to get them to work together. Assuming a key requirement is the ability to work well with others, you can invite a number of candidates to arrive at the same time. You should seek to have multiple testing personnel and different tests going on at the same time. You could schedule a couple of group working tests to see how well they work with others. You will have to rate them individually for these abilities.


Tip 8: Get the candidates to compete with each other


If the vacancy is for a supervisory position, you can test their skills by running a


number of leadership tasks where each person has a go at taking the lead in a particular situation. The situations you use can be derived from the requirements of the job advertised.


Tip 9: Get the candidates to get the best out of each other


You could have a group problem solving task to test each candidate’s problem solving skills and/or their ability to inspire others to solve work problems. If they will be required (amongst other things) to do budgets, negotiate with suppliers, give presentations or attend meetings, these can all be tested in a cost effective way on your premises.


Tip 10: Assess performance and suitability immediately


It is important to assess each candidate’s suitability after each test, and not at the end of the sequence or at the end of the day. There could be a lot of candidates and a myriad of measurements and criteria. If the candidate fails an essential requirement of the job, you might wish to confer with a colleague to check your assessment before eliminating the candidate.


It is important to remember that:


• The more people you test, the better your choice of people to interview later


• The more specific the tests, the easier they are to administer


• The more the tests are based on the actual job, the better the tests


• The better the tests, the better the successful candidate(s)


I wish you success with your suitability screening. If you need any help with test design, test sequence, test administration and the assessment of candidates prior to interview, do please get in touch (see below). In the next edition, I will look at (amongst other things) interviewing for evidence and how to probe those reassuring but dodgy candidate responses!


Frank Newberry is offering a FREE advice clinic for interviewers at Harrogate Week on 18, 19 and 20 January 2011. Frank’s time at BTME is almost fully booked, but there are a few slots still available. To make your appointment, visit the BIGGA stand at the exhibition or, to express an interest, contact Frank by email or by telephone via the contact tab of his personal website which is www.franknewberry.com


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116  |  Page 117  |  Page 118  |  Page 119  |  Page 120  |  Page 121  |  Page 122  |  Page 123  |  Page 124  |  Page 125  |  Page 126  |  Page 127  |  Page 128  |  Page 129  |  Page 130  |  Page 131  |  Page 132  |  Page 133  |  Page 134  |  Page 135  |  Page 136  |  Page 137  |  Page 138  |  Page 139  |  Page 140