Tedious Process Throws Off Otherwise Prepared Applicants
This is part two of a two-part article exploring a difficult interview’s impact on job matching. Visit our blog to see the first part of our series.
From complex questions to downright whacky settings, the notion that hard interviews equal happy employees is leaving many people scratching their heads.
Last week, I wrote about a new Glassdoor study that examined how difficult interviews can lead to higher satisfaction in the workplace. Overall, the study found, a 10 percent more difficult job interview process is associated with 2.6 percent higher employee satisfaction later on.
While tedious processes may spark curiosity from some candidates, some fellow colleagues and I aren’t seeing the connection of greater payoff down the road.
As someone who was instantly befuddled — not to mention, frustrated — by an otherwise innocuous critical thinking problem during a past job phone interview, I politely disagree that hard interviews equal happy employees.
Such questions can throw off otherwise prepared candidates, particularly if the subject matter doesn’t directly relate back to any direct job qualifications.
Now, imagine going in for an in-person interview for a company that books reservations for a major cruise liner and then being told to enter an empty room, where there’s only a table, chair and phone.
For colleague Susan Ginn, her in-person interview for a phone-based sales position became a phone interview with the company’s hiring manager.
Despite the change in venue, Ginn said she still welcomed the opportunity to work for the cruise liner, despite being a little “weirded out” by the interview process. Unfortunately, she never heard back from the company.
Besides gathering intelligence — pun intended — on prospective employees, the interview process should be focusing not on overcomplicating the interview process but instead evaluating job fit. Good matches lead to more productive and satisfied employees, while poor matches lead to low productivity and dissatisfaction.
Instituting a complex interview alone is misguided. Companies need to dig a bit deeper by using validated assessments to measure a candidate’s behaviors, driving forces and skills to determine whether they meet the criteria for and match the job.
Colleague Kayla DeVault shared similar sentiments.
While conceding a more difficult interview process can create better competition, DeVault said companies should go a step further by using assessments to gain more insights on prospective employees in the hopes of making the right hire and experiencing less turnover.
Ultimately, companies want to find the right candidates who will pay immediate dividends. But overlooking otherwise qualified candidates based on tedious and downright unnecessary questions should be a non-starter.
By using a system like Talent Management Plus™, companies can hire people matched and inherently motivated by their work, ultimately taking the guesswork out of selection and reducing bad hires in the process.