In this blog series pulled from our eBook - Using an Interview to Select Frontline Job Candidates, we discuss types of interviews, delivery methods, and effectiveness. In part 1 of blog series, we discussed types of interviews. In part 2, we discuss ways to deliver an interview. In part 3, we review standard benefits and challenges associated with the interview process. In part 4, we discuss how the interview adds value. In part 5, we discuss ways to improve your interview process. In part 6, we discussed other methods for evaluating job candidates. Today, we discuss the right role for the interview.
The right role for the interview
What is the right role for the interview then? Given that the interview has reduced predictive power compared to other assessment options and that the interview does allow some key benefits with candidate engagement, the structured behavioral interview should be retained but moved to the end of the hiring process. Hiring workflows should be designed to use lower cost and higher validity options (like the alternatives mentioned above) upfront and then finalize hiring decisions using interviews. The goal of this process is to generate a lower cost but more predictive hiring model that reduces the chance of a bad hiring decision. The model below provides an example of two hiring workflows:
In the traditional interview model, the recruiters will need to interview 100 candidates that have successfully completed the application process. In the technology led model, the recruiters will only need to interview 56 candidates. Assuming that each interview is 60 minutes for preparation, discussion, and review, this saves $66,000 in opportunity cost (60 minutes x 44 candidates x $25/hour).
In addition, the recruiters are interviewing a more qualified candidate pool. And, because the candidate pool is better qualified because of the alternative assessments being used, the on boarding pass rate and show rate are also higher. The net result is a better hiring yield at a lower cost.