Most companies today rely on 3-6 individual interviews for their hiring processes. Every single interview presents another chance for the job seeker to face rejection. It's simple: over a span of six different days, there's a good chance one of those days won't be their best. And that's understandable.
Recent research suggests that an employee's performance can swing quite a bit. We should focus on understanding the bigger picture, the overall average performance, and especially how an individual copes with off days.
Consider this: A candidate excels in four interviews. Then, during the fifth, they have an average day. Alternatively, maybe it's the interviewer who's distracted or having a rough day. Consequently, both the potential employee and the employer waste valuable time. The company then faces the arduous task of restarting the hiring process, leaving roles unfilled and tasks pending.
The remedy? Shift to collaborative interviews.
If the essence of multiple interviews is to obtain a rounded perspective, then shouldn't the decision-making process be equally rounded? It doesn't make sense to hand over the final decision to just one person. This is where collaboration becomes crucial. While each member of the interviewing team could potentially have a veto right, the overall process, including feedback and decision-making, should be a collective effort. This collaborative approach not only brings about better, more informed decisions but also reduces biases and potential legal pitfalls.
Opting for two collaborative sessions with three participants each, rather than six separate interviews, can:
Cut down the hiring time by a third.
Enhance the experience for job-seekers.
Use company resources more efficiently.
Limit risks linked to individual biases or mistakes.
One potential challenge is the logistics. Scheduling collaborative interviews requires syncing up multiple calendars, and things can go awry. However, if the goal is quality hiring and resource efficiency, this challenge is just a minor bump in the road, not a deterrent.
Let’s explore some case studies:
Case #1. The Echo Chamber
Individual Approach: Jane is a brilliant software developer who leans toward introversion. In separate individual interviews, she meets with Alex, Brian, and Carla. Each of them is looking for a candidate who can socialize and is a go-getter in conversations. By the end of the process, they all independently conclude Jane might not be a fit for the team culture.
Collaborative Approach: Jane meets with Alex, Brian, and Carla together. During the discussion, Alex notices Jane's in-depth knowledge, Brian admires her problem-solving ability, and Carla appreciates her calm demeanor under pressure. Collectively, they realize that while Jane might not be the loudest in the room, she'd be a valuable asset to the team.
Case #2. The Missed Connection
Individual Approach: Michael has vast experience in marketing. He first interviews with Nina who focuses heavily on Michael's past experience with print media and feels it's outdated. Later, Oliver interviews Michael and dwells on a single project they both disagreed on. Both interviewers miss out on Michael's broad digital marketing skills.
Collaborative Approach: In a joint interview with Nina and Oliver, Michael's digital prowess comes to light. Oliver's initial skepticism is countered by Nina's realization of how Michael's skills could benefit the digital campaigns. The shared discussion illuminates Michael's comprehensive expertise.
Case #3. The Assumed Incompatibility:
Individual Approach: Aria, a young graduate, is passionate about eco-sustainability. In her separate interviews, both Sam and Tanya assume she's too 'green' for the traditional manufacturing unit they are hiring for and might not fit in.
Collaborative Approach: During a shared interview, Aria presents a perspective on how traditional manufacturing can integrate sustainable practices for the future. Sam and Tanya, while discussing among themselves, appreciate her fresh perspective and realize that this blend of tradition with innovation is precisely what they need.
Case #4. The Unseen Potential:
Individual Approach: Lee has switched careers from finance to human resources. Individually, both Priya and Quentin focus on the apparent lack of HR experience in Lee's resume and don't explore his reasons for the switch.
Collaborative Approach: Together, Priya and Quentin probe deeper into Lee's career change. They discover that Lee’s financial background provides him a unique analytical edge in HR roles. His ability to understand budgets, forecast hiring needs, and analyze employee trends might be an unexpected boon for the company.
So, is your company ready to embrace collaborative interviews?