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Opinion

Opinion

By Alex Zlatin

A company’s intention in a job interview is to find the person who best fits a particular position. But quite often, the candidate who is hired fails, and usually their exit is related to attitude issues that weren’t revealed in the interview.

That raises the question: are interviewers asking the wrong questions — and consequently hiring the wrong people? Some traditional styles of interviewing are outdated, thus wasting time and resources while letting better candidates slip away.

It still astounds me to meet HR professionals who lack the basic skills of interviewing. In 2019, ‘tell me about yourself’ is still a way to start an interview, and that’s absurd. The only thing you get is people who describe the outline of their résumé, which you already know.

Here are some interview approaches to help HR leaders, recruiters, and executives find the right candidate:

• Make it a two-way conversation. Traditional interviewing focuses too much on the candidate’s skills and experience rather than on their motivation, problem-solving ability, and willingness to collaborate. Rather than making most of the interview a rigid, constant question-and-answer format that can be limiting to both sides, have a two-way conversation and invite them to ask plenty of questions.

• Flip their résumé upside down. Surprise them by going outside the box and asking them something about themselves that isn’t on their résumé or in their cover letter. See how creatively they think and whether they stay calm. You want to see how a candidate thinks on their feet — a trait all companies value.

• Ask open-ended questions. Can this candidate make a difference in your company? Answering that question should be a big aim of the interview. Ask questions that allude to how they made a difference in certain situations at their past company. Then present a hypothetical situation and ask how they would respond.

• Don’t ask cliched questions. Some traditional interview questions only lead to candidates telling interviewers what the candidate thinks the company wants to hear. Interviewers should stop asking pointless questions like, ‘where do you see yourself in five years?’ or ‘why do you want to work for this company?’ Candidates rehearse these answers, and many of them are similar, so that doesn’t allow them to stand apart.

• Learn from the candidate’s questions. The questions candidates ask can indicate how deeply they’ve studied the company and how interested they really are. A good candidate uses questions to learn about the role, the company, and the boss to assess whether it’s the right job for them.

• Don’t take copious notes. The tendency by interviewers to write down the candidate’s answers and other observations is a huge obstacle to building a solid two-way conversation because it removes the crucial element of eye contact.

 

Alex Zlatin is CEO of dental practice-management company Maxim Software Systems.

Opinion

They call it ‘employee ghosting.’

By now, just about everyone has heard the phrase, and most employers have actually experienced it. While definitions vary, the most common form of ghosting occurs when an individual is offered a job, accepts it, and then, on what would be their first day on the job, doesn’t show up, because between the time when they accepted the job and when they were supposed to start, something better came along.

But it also happens with interviews — a candidate will agree to one and just not show up for it — and with already-hired employees — they’re in the office one day, and the next day they’re not, usually without explanation.

Ghosting is a byproduct of a tight unemployment market, immense competition for good talent, and, maybe (according to some) a desire for payback among individuals who applied for a job, interviewed for it (maybe a few times, even) and then never heard from the potential employer again.

In any case, while ghosting is a fairly recent phenomenon and a sign of the current times, it is also part of what we believe will be a new norm for employers, and not a temporary inconvenience. That’s because demographics certainly favor employees; Baby Boomers are retiring, and the generations following them are considerably smaller.

Yes, we know that advancing technology will eventually reduce or eliminate certain types of employment opportunities — depending on whom one talks with, we won’t have much need for truck drivers or even lawyers soon — those days are a ways off. For now, employers must cope with this new norm. And that’s why BusinessWest partnered with Garvey Communication Associates Inc. (GCAi) this month to present a morning-long series of workshops called “Attracting the Best Candidates in Possibly the Worst of Times”.

Whey these are, indeed, the worst of times — for employers, anyway; for candidates, it’s the best of times — things are probably not going to change much moving forward. Yes, the economy will eventually decline, and yes, the unemployment rate will climb, but for a host of reasons, including demographics, employers shouldn’t expect to be in the driver’s seat anytime soon.

In this environment, they have to do things differently than they have for decades. In short, they have to create an attractive culture — one people want to be part of — and then sell that culture.

Sarah McCarthy, senior Human Resources business partner for Commonwealth Care Alliance and member of a panel at the Sept. 20 event, probably summed things up best when she said, “it’s not an environment where people are coming to you; you have to do some mining and find these individuals and encourage them to come work for you, and in doing that, you need to provide context for them — why should they want to come work for you?”

Indeed, why should they? Employers will have to come armed with reasons, and they must involve more than a number on the paycheck — although that’s always important. And it will have to involve more than flex time and casual Fridays.

As John Garvey, president of GCAi, put it, “people want to be a part of something they’re passionate about. That’s important. And that requires us to talk to them in different ways and develop talent in different ways — and also to reach out in different ways.”

Note that word ‘different.’ That’s the key. Companies can’t do things the way they used to, they can’t talk to candidates like they used to, and they can’t sell themselves like they used to.

These are different times, and in most ways, they represent what is a new norm. And if companies don’t understand this, they will soon come to understand what employee ghosting is all about.

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