When looking back at the interviews I’ve participated in, I think of three things that helped me: Preparation, Appearance, and Clarity. Preparation gave me confidence. Before my interviews I’d research the company, practice responses, make a list of questions, and review the job description. I knew my appearance mattered too, and not just in my clothing but how I carried myself. Lastly, I’ve recently found that Clarity is also essential. It’s very useful being able to explain my past experiences and connect it to what my interviewer is looking for.
On the other hand, I’ve often felt that interviews’ effectiveness depended on how they were structured. Some interviewers ask vague questions, which can lead to unfocused conversations. Vague questions can also create a lack of meaningful information gathered, and don’t measure the specifics. As Bohnet (2018) notes, studies have shown that unstructured interviews open themselves up to personal bias and may not be the best method of predicting job performance.
Some of the better interviews I’ve had included behavioral questions. Specifically, one of the most effective questions to understand someone is “How have you handled conflict on a team?” This question could then be followed up with related questions. Additionally, the answers to a question like this could also be linked to the actual job description. Chamorro-Premuzic and Steinmetz (2013) explain how structured interviews and behavioral tests can improve the way hiring is done.
Based on this week’s learning material and my own experiences I’d recommend that interviews be structured and have questions related to the required job qualifications. Also, learning material suggests that interviewers should be trained to reduce bias and improve fairness.
Citations:
Bohnet, I. (2018). How to take the bias out of interviews. Harvard Business Review. https://hbr.org/2016/04/how-to-take-the-bias-out-of-interviews
Chamorro-Premuzic, T., & Steinmetz, C. (2013). The perfect hire. Scientific American Mind, 24(3), 42–47.