‘What you wanna do?’ – How to cure indecision in the interview process

‘What you wanna do?’ – How to cure indecision in the interview process

Image credit: Disney

This is the first time I’ve made a point with a gif! If you are not into them, please forgive me; I can’t help harking back to this scene over and over again when it comes to making hiring decisions.

What-you-wanna-do-itis

Picture the scene: two busy team leaders discussing a potential hire after an interview.

Hey. What did you think of the candidate?”

“Erm, what did you think of the candidate?”

“Well, I liked him. But, what did you think?”

“Erm, I liked him too. So, what shall we do?”

“I don’t know. Get another opinion? We could ask (another busy leader of the company) to meet him for a coffee?”

Sound familiar? Like the winter cold, what-you-wanna-do-itis is a common ailment that often strikes during the hiring process. If left untreated, short-term symptoms include wasting time and poor candidate experience. In the long-term, it can result in an epidemic of bad hires and adversely impact growth. Luckily, this Hiring Doctor has the cure.

Why get treated?

Negative candidate experience – Being kept dangling at this stage of the hiring process will allow the best candidates to slip through the net and let poor-fitting candidates stay in the process longer than they should. With bad reviews outweighing the impact of good reviews by a 7:1 ratio, your employer brand will suffer and your chances of making a bad hire will increase.

Wasted time – A back-and-forth indecision rally will not only waste candidates’ time, but also your own. Endless interviews, brainstorms and group thinks are painful for everyone.

Over-reliance on gut based decision making – The ‘yeah, I liked him’ (full stop) is merely a summation of instinct, assumption and bias. Interview feedback must focus on evidence of a candidate’s competencies’ otherwise there’s no valid, dependable and scalable way of knowing if they will actually make a good hire. Making hiring decisions with your ‘gut’ is like pinning the tail on the donkey blindfolded: your chance of hiring success is no more than a stab in dark.

The cure: defining your hire

Prevention is the best form of cure here. Get into the healthy habit of clearly defining your hire before you start. Before anyone sends out a LinkedIn message, contacts a recruiter or posts a job advert, the whole hiring team must define – and align to – what you are really looking for.

Defining your hire is the first step of the power trinity of hiring process: Define, Design, Decide. This will help tailor your outreach, while also preparing you for the interview process: you’ll know exactly what to look for and what (pre-prepared) insightful questions to ask to determine whether the candidate possesses these competencies.

How to define your hire: finding the right match for you

Every company has a unique Talent DNA – embodying specific mindset, behavioural values and core capabilities – which blends together with role specific strengths and expertise to define their perfect hire. This involves establishing what great looks like in the role; how the candidate needs to think, act, collaborate and what they need to know in order to be great at it.

Our Competency Stack enables you to do this for every hire. By building a data-led scorecard, which ensures you look at candidates from multiple perspectives which all point toward their chance of success in the role, you can make clear, objective hiring decisions. No more ‘what you wanna do’, more ‘this is what we’re gonna do’.