The ideal scenario when interviewing candidates is to have a minimum number of decision makers involved in the process. We suggest having HR do the initial screen, primarily to ensure that they have the essential skill sets required for the job, and this also gives HR an opportunity to give an overview of the company. Next up should be the direct hiring manager, and then final step should be the hiring managers direct supervisor. This is an efficient use of everyone’s time and provides both the candidate as well as the organization an opportunity to evaluate the match both in terms of skill sets as well as culture.
We occasionally see companies invite others to join in the process, prefacing it by saying that they just want their opinion but that they are not the final decision maker.
It is never a good idea to ask someone’s opinion when you are not ready to act upon their feedback, and the chances of having a unanimous decision exponentially decreases with each additional person involved in the process.
We have seen people test their power within organizations by vetoing a candidate that everyone else likes, and then it is no surprise when they are disgruntled when their feedback is not acted upon.
It is also not uncommon to have someone that does not give a potential candidate two thumbs up to sabotage them once they are hired, to justify their concerns.
Please consider keeping the interview process to 2-3 people whenever possible.
A terrific way to gain a consensus and to evaluate all candidates on an even playing field is to utilize what is called the ScoreCard Method.
Creating the ScoreCard
Understanding the Job Criteria
The very first step in implementing the ScoreCard Method is to have all decision-makers meet to determine the top 5 essential skills that the applicant will be evaluated on. This step in itself is highly valuable in ensuring that everyone is on the same page.
You will then create a ScoreCard which includes all 5 important skills, as well as an area to rank their cultural fit, based on a scale ranging from 1-5. There should also be an open field to share any specific concerns that the interviewer may have.
The ScoreCard method is valuable when having multiple people evaluating candidates since it offers hiring managers an opportunity to easily and effectively compare various applicants.
By adding up all the individual scores at the end of the interview cycle, decision-makers can easily look for the highest overall score.
A scorecard is basically a set of ratings given to various KPIs from the job criteria. It also translates into better utilization of a company’s resources for improving hiring decisions.
There are many situations where utilizing a scorecard is helpful, including:
- Measuring the consistency of a candidate’s responses
- Clarifying top skills required for a role and gaining buy-in from all decision-makers when creating the Scorecard
- Streamline interviews across the board
- Stay aligned with organizational values, goals, and objectives
- Evaluating team members: Up-skill existing crew
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Kara Onorato is Director of ISC’s award-winning team of Executive Recruiters. You can reach Kara at 877-316-6249 or .
Ann Zaslow-Rethaber is President of International Search Consultants. You can reach Ann at 888-866-7276 or .