Research shows that if you use an interview as your main decider, you have only a 14% chance that the person you choose will perform well in the role! Today’s article by Dr Dan Harrison explores why.
Given that we continue to use interviews, it’s in our interests to make them as effective as possible. Our webinar TOMORROW will show you how! Book your place today: https://www1.gotomeeting.com/register/917745616
In the past, interviews have been used as the primary means assess attitude, motivation, and job behaviour. However, even if interviewers are extremely intuitive, there are many reasons why accurately assessing job behaviour with a normal interview process is nearly impossible.
1. The interviewee aims to tell the interviewer what he/she thinks will be viewed as the best response. The interviewer aims to determine how much of what the person is saying reflects genuine attitudes and behaviour and how much is related to just trying to get the job. This in itself is extremely difficult to resolve in the short period of the interview.
2. Interviewers are biased. Research clearly shows that interviewers routinely give favorable responses to people who are similar to themselves, and less favorable responses to people who are different from themselves. In the end, the result is very likely to come down to how well the interviewer likes the candidate rather than how well the candidate fits the behavioural requirements of the job.
3. Some people are skillful at being interviewed. However, being skillful at an interview usually does not relate to job success and therefore it often confuses the interviewer into thinking that such skillfulness will relate to job success.
4. Interviewers do not have access to a real behavioural success formula. There are dozens of behavioural factors that either promote success or inhibit success for any one job. Interviewers rarely have access to a job formula that identifies the behavioural success factors, weights the success factors against each other. And formulates how different levels of these success factors impact job performance
5. Even if the interviewer has access to such a formula, the interviewer would need to accurately assess specific levels of each applicant’s behaviour for each of the job success factors.
Many interviewers claim insights into the personality of applicants and certainly some interviewers are quite perceptive. However, predicting job success is an entirely different matter. It is not sufficient to perceive a particular quality of a person. Rather, the interviewer must be able to accurately assess the magnitude of each of dozens of qualities in relationship to a complex formula of behavioural requirements for a particular job. This is nearly an impossible task without the aid of significant research and tools.
Assessment research shows that interviewing has a moderate ability to predict job success. However, this doesn’t mean that interviewers can predict job behaviour. The moderate ability to predict job success comes as a result of exploring the candidate’s resume, previous experience, education, and job knowledge rather than the interviewer’s ability to predict job behaviour.
"Wow, what can I say…. I found the Harrison reports to provide remarkable insights into your preferred behaviours and how you cope with stress. This is an invaluable tool for any business owner who wishes to maximise the use of their human capital, and I can highly recommend the use of Harrison Assessments reports with Susan's debrief. It simply works! 😊"
- Christopher Cachia, CEO and Principal, CCA Financial Planning
"Coaching with Ben gave me a great opportunity to reflect and explore strategies, tips, and tools to improve ways of working and to work through opportunities & challenges. I really valued the focused discussion on specific areas to support my growth and development. I highly recommend working with Ben."
- Manager, National NFP
"In a challenging role in a new organisation, coaching with Paula was the ideal time to reflect, problem-solve, brainstorm options and arm me with next steps in all areas - from staffing, internal politics and relationships to tackling key initiatives. The sessions were by video and face to face, both equally effective. Using video allowed for easy integration of sessions into my busy workdays without any hassle. Paula’s style of coaching quickly built trust so I felt safe being vulnerable, quickly getting to the heart of a number of issues and propelling me and my performance forward significantly!"
- Executive GM, People and Culture
"We used the Harrison Assessment tools followed by a debrief with Susan, for career development with staff, which then allowed us to work with Susan to create a customised 360 degree review process. Susan has a wealth of knowledge and is able to offer suggestions and solutions for our company. She is always ready to get involved and takes the time to show her clients the capability of Harrison Assessments. "
Jessica Hill - Head of People and Culture, Choice
"Balance at Work are the ideal external partners for us as they completely get what we are trying achieve in the People and Culture space. Their flexibility and responsiveness to our needs has seen the entire 360 approach being a complete success. The online tool and the follow up coaching sessions have been game changers for our business. The buzz in the organisation is outstanding. Love it! Thanks again for being such a great support crew on this key project."
Chris Bulmer - National GM Learning and Development, ISS Australia
"The leadership team at Insurance Advisernet engaged Susan from Balance at Work to run our leadership development survey and learning sessions. Susan was very professional in delivering the team and individual strengths and opportunities for growth. Susan's approach was very "non corporate" in style which was refreshing to see. I can't recommend Balance at Work more highly to lead employee and team development sessions."
Shaun Stanfield - Managing Director, Insurance Advisernet