On April 11, 2009 a frumpy middle aged woman from Scotland got up to sing on the stage for the “Britain’s Got Talent” television program. A camera pan of the judges showed rolling eyes, shaking heads, and body language that indicated that this was perhaps some kind of joke…until she sang and brought them to their feet in a standing ovation .
Seven months later, Susan M. Boyle released her first CD, which debuted as the number one best selling CD around the globe, and also marked the best opening sales week for a female artist’s debut album in almost twenty years.
Susan Boyle’s story can teach hiring managers something about their own judgments and first impressions. While personal presentation is an important part of the interview process, we must also bear in mind that it is the talent, skills, motivation and compatibility with co-workers that ultimately determine a person’s success.
Here are some ways that you can monitor yourself and help to limit counterproductive biases and assumptions in the selection process:
Get to know the person’s capabilities well beforehand. Do not wait until they show up to your office to review their resume – study and prepare ahead of time. Offer an online pre-interview questionnaire of targeted information that you need to know that may not have been revealed in the resume.
Consider using a well-designed suitability assessment to objectively evaluate motivation, preferences and “fit”. This levels the playing field and puts candidates in an apples-to-apples comparison. This “blind” preview may also help to minimize your unintended biases and judgments that could emerge later in person, ultimately preventing your best hire.
Take the time for a personal initial phone interview with your “short list” of viable candidates to validate compatibility not only with the job requirements, but with your vision, values and goals. In addition, a phone interview can help to evaluate verbal communication and interpersonal skills.
As you anticipate your in-person interview time together, be sure to set the stage for a focused exchange where you can be fully present. Remove distractions by putting yourself in a “do not disturb” mode – phone, Blackberry and computer screen off, and door closed.
Mentally remind yourself that for a quality hire to result, you as the hiring manager need to commit to being objective and thorough. Be prepared to “catch” yourself if you find your mind wandering into the land of premature assumptions. When that does happen – and it will – use probing questions to clarify.
Involve others in your interviewing itinerary. Team interviewing offers different perspectives of the candidates, enriching the process. It can also help to balance out or minimize biases that may have infused your thought process.
Finally, use a structured approach to evaluate candidates and assist you in your decision-making process. When you have mapped out the pros and cons of each candidate, and include input from others, you are more likely to make a best fit decision.
Biases, assumptions, and premature judgments – as human beings we all have them. And as hiring managers, we all have the responsibility to our companies to make hiring decisions not based on our own comfort level, but rather on best choice for the needs and requirements of the business.
