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Avoid Common Interviewing Mistakes to Achieve Personal and Organizational Profits

In helping organizations around the country reshape their recruiting
strategies to build profit, I've seen managers who handle the interview process as if they don't have a plan or system. In fact, many are inconsistent, low-level performers, making the residential real estate industry appear to have few standards and no focus on the real business, which is to create personal and organizational profit.

Over the years, I've come to rely on two strategies that have helped me to determine basic interviewing problems. The first strategy is observing managers' behavior during candidates' interviews. Some problems I have observed are: Many run late, forget appointments, focus on themselves--not the candidates--and tell industry war stories.

The second strategy is assessing the performance of our clients' competitors. Of the companies visited, we have found that 94 percent interview in the wrong places, 88 percent ask illegal questions, 84 percent have no recruiting or hiring criteria and offer positions on the spot, and 82 percent lecture about their organizations instead of allowing candidates ask questions.

In other words, standards are not determined and followed, and a recruiting or hiring system is not evident. The result is that candidates who are not compatible with the organization's needs and who will not be profitable are allowed to come on board. So take a fresh look at your interviewing processes to see if any of the following mistakes seem familiar.

Mistake 1: Managers assume they cannot determine if candidates are a profitable match for the organization; as a result, they will recruit or hire anyone.

It is not unusual to hear managers say, "Well, you never know who will be successful, so you have to give everyone a chance." Nothing could be further from the truth! If managers follow at least a two-interview process, they will be able to determine if candidates are a solid choice.

During the first meeting, a manager needs to assess a candidate's compatibility in terms of true business value. He or she must present a business development process to candidates and describe for the candidate what that process will be right from the start. In addition, the manager must explain that the goal is not to just quickly recruit or hire someone, but rather to consult with the candidate in order to assist in the decision-making process. This clearly stated goal allows both parties the opportunity to evaluate the other.

If this process is clearly stated and followed, then a second interview must be scheduled to assist candidates in making the best decision. The second meeting should focus on profit--both for candidates and for the organization. The manager and the candidate must be convinced that this opportunity is a profitable one for both parties based on an assessment of each other's business and financial needs, the primary market share opportunities, and the appointment commitments required for mutual success. Without this kind of an assessment, a quality decision cannot be made.

Mistake 2: Managers make candidates feel unimportant.

As part of my company's client-consulting services, my staff and I have actually interviewed at more than 1,500 offices in the United States. Our goal has always been to see what it's like to get hired by a particular company. Of those companies, only 10 percent would be attractive for prospective sales associates. Here's why: Imagine that you are making a career decision. Then imagine the manager is out to lunch, at a Christmas party, or too busy because of an internal crisis. Unfortunately, from our experience, that's often been the reality. The details of what happens in offices around the country that are supposedly in "interview mode" only help reaffirm why the industry may not be a choice for many candidates.

Also imagine that you arrive for an appointment, but the manager is so busy that you are kept waiting for a long time--in fact, 30 minutes was not uncommon. In 56 percent of the interviews we conducted nationally, managers were not on time. These managers also felt that they could put candidates in a room with some company material and then leave them there, hoping that at least the "printed hype" would occupy the time being wasted. In addition, managers also made candidates feel unimportant by answering the phone during the interview.

Instead, why not help the candidate prepare in advance of the interview by sending a presentation via e-mail or by suggesting the candidate review a business book relevant to the industry to add value to the meeting? Again, most managers say they care, but they usually act otherwise.

Mistake 3: Managers who "schmooze" will often lose.

Sales associates respond to those who have a working knowledge of their business. They generally do not react well to glad-handing managers who believe that being buddies is the best way to persuade sales associates to move to their organization. Therefore, managers who rely on "schmoozing" as a recruiting strategy do not fare well. After all, does a sudden lunch invitation from a manager to a relatively unknown candidate show a serious business intent on the manager's part? Too many managers believe they need to stay in touch by having lunch. Here's a better idea: How about previewing the sales associate's listings? Being of true business value to candidates will make managers--and their organization--stand out.

Mistake 4: Managers sell their organization at the expense of learning about a candidate's needs and assessing his or her capabilities.

Most managers act as though they are burned-out thespians. When candidates arrive, typically, managers immediately start to sell the company's attributes in a long, drawn-out monologue. In fact, candidates are often asked only one or two surface questions before managers begin to expound--often for more than an hour--about the various attributes that make their company the "best" choice. Usually, these rambling, unfocused monologues do little to build the vital rapport that will assist candidates in making their decision and the managers in determining candidates' compatibility and potential success.

Often the real reason that candidates want to affiliate with a particular company is strong managerial leadership. Unfortunately, it is well hidden during the interview process, and candidates must rely on only those issues the managers deem to be of value. When a candidate must assume the role of "the listener," managers cheat themselves out of the opportunity to determine if that candidate is a quality match for the company. Instead, send company information to candidates before the interview to allow them to reference those items they deem as important discussion points. In addition, managers need to ask behavioral-based questions to gain insight into how candidates think. For example, managers might ask, "When is a good time to not tell the truth?"

Mistake 5: Most managers ask illegal questions.

It doesn't take much to do this. Illegal questions are those that are personal in nature or can be misconstrued by candidates, such as "Do I know you from church" or "What do you do when you are not working?" (For further explanation, consult your local board of REALTORS, the National Association of REALTORS, your company's human resources department or attorney, or the federal government's Equal Employment Opportunity Commission.)

Examples of illegal questions that we have recently heard include:

• "If you are a single mother, who will take care of your children when you are out presenting a contract at night
• "What does your spouse think of your doing this?"
• "What organizations do you belong to?"
• "Gee, if you don't drive, you can't do this work."
• "You might be too young."
• "We need a few more men in this office. Do you think you will sign up?"
• "How would you feel about having a woman manager?"

Mistake 6: Managers want to know what other companies candidates are interviewing with in order to slam the competition.

Wouldn't you assume that if you were looking to find the best place to develop a career, you would interview with multiple companies? Wouldn't a serious candidate be doing due diligence? What can you say about your competitor that will be of real value here and enhance your position? The best approach is to have no comment other than a smile. Smiles will not get misquoted. So remember, don't do a hard sell. Rather, ask the candidate a solid question such as "What are you looking for in a company that you have not seen so far?"

Mistake 7: Managers present the business--and their companies' environment--using ineffectual clichés.

Too often, managers say such things as, "It takes months to be successful"; "Don't expect much your first year"; or "If you don't know anybody, how will you get business?" In response, prospective sales associates may say, "I intend to prospect and make cold calls in a key market," to which the manager might reply, "That will sure shake up this office because no one does that here." Now, do any of the statements made by managers encourage candidates or make them feel that they can be successful?

Candidates who are driven to be successful look for business-driven environments in which to achieve their success. Low achievers seek lower levels of accountability and less driven environments. People who are truly successful want the drive that accountability creates. Clichés about the industry only indicate a tired war horse--which, in turn, indicates no future.

In summary, successful interviewing must be candidate-focused. It must be a blend of interaction that allows for two individuals to assess the potential for a compatible profitability. The manager must set goals for the interview, explain a process, and ask lots of legal questions that can provide additional opportunities to probe the candidate's strategies for success. The manager must then state, in a clear and concise fashion, the specific ways he or she would like to help the candidate make a decision. When a manager presents this type of value to candidates, then successful hiring will lead to personal and organizational profit.

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