What is an Interview?
In my experience an interview is a conversation. In many cases it is a conversation with a purpose and in a small proportion of those the purpose actually makes sense.
I have witnessed some interviews where the conversation was nothing more than a casual chat about weather, sport and common interests with a lightweight discussion about a loosely defined job opportunity. You can see conversations like this every night in bars and lounges up and down the country. You should not see them in the meeting rooms of a professional business.
Sometimes the conversation has a more clearly defined purpose to explore or validate the interviewers bias and opinion and to impress the applicant with the sophistication and magnificence of the business and the top team.
Occasionally you will come across a well prepared interview with goals and objectives, where the interviewer clearly understands to key requirements of the job, where the interviewer has highlighted areas from the candidate’s past where an in-depth exploration of experiences and achievement can be conducted to ascertain the degree of fit with the job and their potential colleagues.
The prepared interviewer will have covered the previous four steps in the process and will be fully aware of how important this interview will be to the future success of the successful applicant and to the business.
The typical interview is in or around 50% successful in picking the right candidate. Half of the time, the wrong person will be chosen for the job. This is true for most organisations that do not invest in developing their recruitment and selection processes.
Even more worrying is that when mistakes are made, very few of them are corrected. A company would sooner lower their expectations, accept poor performance as standard or be happy with second best, rather than put the small effort required into raising the bar for their business.
The difference between top performing businesses and those who struggle is just a few percentage points, just as the difference between winning athletes and their followers may be only fractions of a second. It is by consistently being that few percentage points ahead in every sale and action involving a competitor that margins are built into a competitive advantage.
People make a difference; the right people make a big difference. Our business is about helping you to make that difference part of your competitive advantage.
Hire the Best. Manage the Best. Develop the Best. Become the Best.