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Ten Mistakes Managers Make When Interviewing a Candidate

Having helped managers from many organizations around the country reshape their recruiting strategies to build profit it has been learned that managers often go about the interview process as if they do not have a plan or a system. Managers are inconsistent low level performers.

The inconsistencies often present managers to be of an industry that has few standards without a focus on the real business - creating personal and organizational profit.

Two tools were used to determine this. The first tool is from ways we meet when a candidate tries to get hired there. The managers run late, forget appointments, focus on themselves not the candidates; tell war stories of the business and are often not a credit to the reputation of the organizations they represent.

The second tool is from assessing the performance of competitors our clients have selected for us to visit. We find that 82% run lectures about their organizations; 94% interview in the wrong places; 88% act in illegal fashion; 84% have no hiring criteria and offer positions on the spot.

In other words standards are not positioned and a hiring system is not evident. Anyone can be a team member if they want to be. The result is candidates' come on board who are not compatible to the organizations needs.

These ten mistakes are not the only ones made but the most prevalent.

1. Managers assume that they can not determine if the candidate is a profit match for the organization and hire anyone as a result. It is not unusual to hear a manager state "well you never know who will be successful, so you have to give everyone a chance"

Nothing could be further from the truth!

If a manager works in at least a two-interview process they have every ability to determine if a candidate can be a solid choice. First the manager must present a process to a candidate and give the candidate a picture of what the process will be right at the start. The manager must present that the goal is not to recruit someone or just hire someone on the spot.

Instead the manager must present that the goal is to be a career consultant to the candidate and assist the candidate in a decision making process that will allow for both the candidate and the manager to evaluate the opportunity for each person. If it makes sense after careful evaluation then it might make sense to offer the candidate an affiliation.

The manager must use this two meeting strategy to first asses compatibility in a true business value sense. Assuming this occurs then a second meeting must take place to assist the candidate in the best decision.

The second meeting then focuses on profit; both for the candidate and the organization. The candidate must get a vision from the manager that opportunity is a profitable one for each based upon an assessment of business needs; the financial needs, the primary market share opportunities in specifics and the appointment commitments that are required for mutual success. Without this kind of an assessment; how can a valid decision be made?

By doing a detailed business plan before hiring the manager truly gets a perspective of what approaches will be implemented and achievement goals can then be set and monitored.

2. They make the candidate feel unimportant.

As a part of client consulting activities, Recruiting Services Inc. has interviewed in over 1500 offices in the United States. The goal has been to see what it is like to get hired in that company. Of those interviewed only 10% were organizations that seemed at all attractive to the candidate.

Imagine that you are making a career decision. It is important obviously. Imagine a manager being out to lunch; or at a Christmas party, or too busy because of an internal agent crisis. The reality is so frightening that the details of what has happened in offices around the country when they are in "interview mode" helps reaffirm why our industry is just not a choice to many.

The maximum commission folks are not any better. In fact the largest no show rate in the country comes from the maximum compensation group where 72% treat the appointment as a second or third-rate business priority and often are not there for the candidate. It appears that if a manager does not know the candidate then the person is unimportant.

Also imagine that you arrive for an appointment and the manager is so busy that you are kept waiting for a long period of time (a half hour is not uncommon) . In 56% of the interviews held nationally managers are not on time. These managers also feel they can put a candidate into a room with some propaganda and then leave them there waiting, hoping that at least the "printed hype" will occupy the time being wasted.

3. They make the candidate feel too important.

Agents respond to those who have working knowledge of their business- In specifics. They generally do not react well to glad handers who feel that being buddies is the approach to get someone to move someday.

On the other hand what if you do not know the candidate well if at all and suddenly a lunch invitation with a stranger for any real purpose. Why would anyone who is serious about business issues go and have lunch? Is schmoozing really a business strategy?

Too many managers believe that they need to stay in touch by having lunch. What about previewing the listings that an agent has? Being of true business value to the candidate is of far better value rather than making the candidate feel they are so "needed" that the candidate can ask for the moon and probably get it as a result of over "schmoozing" in a needless fashion.

4. They sell the organization at the expense of learning about the candidate needs

Most managers act as if they are burnt out thespians! When a candidate arrives they lead them to a spot and then start to sell the candidate in long drawn out monologue (a soliloquy if you will) the attributes of the company. In fact the candidate often is asked one or two surface questions and the managers proceed to then rattle on often for more than an hour about the reality of life in their organizations.

Most often these monologues are rambling unfocused and do little to build the vital rapport that will assist a candidate and a manager in determining compatibility and success.

5. They do not assess if the candidate is really a candidate

The monologues (or soliloquies) are so prevalent that the manager never really gets to know the candidate. The one who is talking is generally learning very little especially if it is a manager going on about the company web site and the various attributes the manager believes set them apart and make them the "best" choice.

Often the real reason to choose, managerial leadership, is left hidden somewhere and the candidate gets to make a decision based upon those issues the managers deems to be of value.

With the candidate assuming a role of "the listener" the manger cheats himself or herself out of the opportunity to determine if this person is a valid match.

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?"

7. Most managers ask illegal questions

It does not take much to do this. Recent illegal questions we have heard include;

• "If you are a single mother who will take care of your children when you are out presenting a contract late at night?"
• "What does your spouse think of your doing this?"
• "What organizations do you belong to?"
• "Gee, if you do not drive you can not do this"
• "You might be too young"
• "We need a few more men in this office do you think you will sign up?"
• "How do you feel it will be for you to have a woman manager?"

8. Many managers feel that it is critical to learn of the other interviews that a candidate may be involved in so they then can slam the competition.

First of all why ask at all. Wouldn't you assume that if you were looking to find the best place to develop a career there would be multiple interviews? Wouldn't a serious candidate be doing due diligence?

What are you going to 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' do not get misquoted.

9. Too often managers use glittering generalities to present the business

"It takes months to be successful" or "Don't expect much your first year" -or- a manager might state;

"If you do not know anybody how will you get business?" and an agent replies " I intend to prospect and make cold calls into a key market" only to get a manager response of "That will sure shake this office up no one does that here"

10. Don't those statements encourage and get a candidate to feel they can be successful?

Candidates who are driven to be successful look for business driven environments to achieve in. Non achievers seek lower levels of accountability and less driven environments. People who are truly successful want the drive that accountability creates. Presenting the clichés of the industry presents a tired war horse industry that presents no future.

Successful interviewing is in summary candidate focused. It must allow for a blend of interaction that allows for the two individuals in the room to assess a compatible profitability.

The manager must set goals of the interview; explain a process, ask lots of legal questions that can give additional opportunities to probe strategies for success. The manager must then position in clear and concise fashion the ten specific ways they would like to help the candidate in their decision. It is this presented value; based upon determined need that will build profit because of successful hiring.

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