Good hiring is a matter of experience and intuition. It sounds true, right? For millennials and Gen Z, the power of intuition has gained almost sacred status in our culture and is reinforced by the likes of Malcolm Gladwell, Brene Brown, and countless others. Leaning into intuition is also a guiding force for baby boomers and Gen X in the form of “going with your gut”, being a “people person”, or “having a good read on people.”
When it comes to assessing a candidate, where better to tap into your intuition than the unstructured interview? The thing is - “unstructured interviews are hiring managers’ favorite hiring tool. They’re also the worst predictor of on-the-job success.” (Sanford, Inclusion Inc., p. 19.)
While our team trusts the science proving that specific aptitude tests, GMA tests, and personality tests all surpass the interview as reliable assessment tools, it’s also clear that interviews are solidly engrained in the hiring process and psyches of hiring managers. (Highhouse, 2008).
Here is how to maximize your interview for merit-based hiring, according to Inclusion, Inc.:
Develop Competency-Based Hiring Questions
- Identify the skills and behaviors required for the job. These can include soft skills like “fostering communication”, but the point is to create a clear framework that moves away from whether you like or dislike the candidate. If technical skills can be tested in other ways, focus the interview on soft skills. Regardless of which competencies you focus on, narrow it down to five.
- Use the STAR framework. Ask for examples where the candidate can describe:
- The Situation or Task in which the candidate was involved;
- The Action the candidate took to complete the task or address the issue;
- The Result of the action.
- Example: Showing a client their perspective is valuable.
- Provide an example of a time you sought feedback from a client.
- Why and how did you seek feedback?
- What feedback did they provide and how did you respond to it?
- Decide on the wording and order of questions in advance. Create a form for each interviewer to use with space for scoring 1(unsatisfactory) to 5 (excellent) and plenty of room for additional notes.
- Decide what each question is worth by asking how relevant the core competency is compared to the other competencies. Instruct your interviewers to focus on the weighting before the interview begins. This will keep them from overvaluing answers that resonate with them, but may not be as objectively valuable for the role.
- Each interviewer asks the candidate the same questions in the same order.
- The longer the gap between the interview and filling out the evaluation, the more bias can creep in. Schedule 20 minutes after the interview to fill out the evaluation immediately.
- Schedule interviews at the same time of day to avoid making harsher judgments due to afternoon fatigue. (Mohr, 2014).
- Explain in advance to the candidate that you’ll be conducting a structured interview that can feel awkward, but makes the process as fair and unbiased as possible. This is also an example of inclusive principles in action that are a positive reflection on your company, so don’t shy away from explaining it!
- HiPPO effect. There’s a natural tendency to conform to the highest paid person’s opinion (HiPPO) in the room. To avoid this, have each interviewer fill out all candidate forms – helping to cement their impression - before discussing with anyone else. That makes the group evaluation process streamlined and as objective as possible.
- When comparing candidates, go competency-by-competency instead of discussing each candidate in full one at a time. This counters stereotyping and keeps the eye on hiring the most competent person for the role.
Following the steps above may take some extra thought and effort in the beginning of the hiring process, but it will ultimately reduce the amount of effort each interviewer has to expend and lead to more merit- based hiring. Your company will ultimately interview more people than it hires. A valuable bonus to this process is free promotion to everyone you interview that you are focused on equity.
About The Author: Rebecca Tierney, Co-Founder and CEO of AdaMarie
Rebecca, Co-Founder and CEO of AdaMarie, is dedicated to transforming the landscape of gender equity in STEM through an innovative "ecosystem" approach. AdaMarie, named after pioneers Ada Lovelace and Marie Curie, combines job opportunities, community support, and evidence-based employer consulting to bridge the gap between women seeking STEM careers and employers striving for gender diversity.
Holding advanced degrees from the University of Southern California Gould School of Law and the Art Institute of Chicago, Rebecca transitioned from a successful career at Pillsbury Winthrop Shaw Pittman LLP, a top international law firm, to lead AdaMarie.
Rebecca’s legal career cemented her commitment to credible, evidence-based research and refined her skills in leadership, communication, and strategic problem-solving, making her a formidable advocate for women in STEM.