Job interviews are high stakes for both parties and there’s a paradox that often goes unnoticed. While organizations are eager to find candidates who see them as a great workplace, they often get caught up in a frantic game of selling themselves to potential hires. The primary goal of an interview is to select the right person for the role. Instead, it is often lost in the process, and more time is spent on impressing or “selling” the organization and vast hidden costs to the organization in time.
It’s tempting for interviewers to slip into the role of salespeople. After all, they want top talent to choose their organization, and the pressure to present an enticing picture is immense. The conference rooms are polished, the company culture is touted as unparalleled, and the perks are dangled like shiny bait. In the race to woo candidates, interviewers often forget that the purpose of the interview is to assess competence, not to charm.
In this seductive dance of selling, the uncomfortable reality is often overlooked: not everyone charmed by the presentation can perform the job. It’s easy to hire someone based on their enthusiasm for the company, their dazzling smile, or their impressive resume, only to discover later that they lack the essential skills and qualities needed for the role.
Interviewers need to rediscover their true mission – to identify individuals who can excel in the position, not merely be fans of the company. This requires a shift in focus from showcasing the organization to rigorous, competency-based evaluation. It means asking tough questions, probing for specific examples of past accomplishments, and delving into the nitty-gritty details of the job.
Asking the right questions is the key to uncovering a candidate’s potential. Instead of generalities, inquire about their approach to problem-solving, their resilience in the face of challenges, and their ability to collaborate with diverse teams. Don’t shy away from hypothetical scenarios that mirror real-world challenges they might encounter.
According to a survey by LinkedIn, 83% of talent professionals say that interviewing is their top hiring challenge. This highlights the need for a shift in interviewing priorities toward effective selection.
As Warren Buffett wisely stated, “Somebody once said that in looking for people to hire, you look for three qualities: integrity, intelligence, and energy. And if you don’t have the first, the other two will kill you.” This encapsulates the essence of selecting talent over selling the organization.
While candidates need to find an organization where they feel a good fit, it’s equally vital for interviewers to remember that they’re in the business of talent acquisition. Interviews should be about identifying those who can perform the job successfully, not just those who are charmed by the company. Break free from the allure of selling and refocus on the true purpose of the interview – building a high-performing team.
