Interviewing as a Hiring Manager
Many people are currently going through the interview process. It is unfortunate, but this is the time we live in. Hiring managers often have multiple interviews at the same time, which can consume their day. Couple that with the regular day-to-day work that must be done simultaneously, and how do they provide feedback to their teams and Human Resources (HR) to determine whether someone should be hired or promoted to the next level of the hiring process?
I have been involved in numerous interviews throughout my career. Sometimes as an advisor, but often as the hiring manager. It is true when they say that hiring managers usually have a good idea of whether they will hire someone very quickly during an interview. If you ask the right questions, you will soon discern a person’s attitudes, capabilities, and experience. The next steps are vital if you want to hire that talent, though.
If you wait a long time to provide the necessary feedback for hiring them, they may consider other options. This means you may lose out on a viable candidate. Even if the feedback isn’t good, it is crucial to offer something to the candidate that they can work with.
During my tenure, I always scheduled a feedback session immediately after interviews, so I could share my notes (yes, I take notes during interviews) and provide an assessment of the candidate. At the same time, it was still fresh in my mind. It also allows HR a chance to turn around the feedback process and not leave someone hanging for an extended period.
The interview process for a company also speaks volumes to potential candidates. If your interview appointments are too short, you run the risk that essential questions may not be asked, for both the hiring manager and the candidate. If your interviews take too long, you risk bogging down candidates in minutiae and wasting precious company time, which could be better utilized for regular work. Complex questions and tests, while necessary for some jobs, also create an air of elitism, turning many potential candidates off from your organization.
Of special note, don’t bait people into waiting for positions or feedback. It is already challenging enough for many who are seeking employment. Some have been out of work for months or even years due to layoffs and the like. Making people wait for long periods due to funding issues or a lack of timely feedback does not instill trust in your organization.
Remember that anything your organization does outside of its core teams can reflect on the company, for good or ill. Candidates often discuss their experiences, and there are entire websites that rate companies, interview processes, and salaries. If you find that your company has a bad reputation online, it might be a good idea to check that your interview process is smooth and relatable.
Remember, the idea of interviewing is about attracting talent, not repelling it.
