Values-based Interviewing

Lesson 2: Topic 8 of 14

While by no means foolproof, values-based interviewing is useful as a way to determine who gets through the gate. As one business researcher suggested, “Think about selecting the right people rather than having people and then putting incentives in place. Selecting the right people with the right values may go a long way to saving a lot of trouble and a lot of money in your organizations. In other words, it will pay off to put people first.”

Employers routinely require a certain amount of previous experience as a job requirement when hiring. Yet Laszlo Bock, in his book Work Rules!, notes that an applicant’s number of years of experience is only three percent predictive of his or her successful performance as an employee.

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Don’t rule out someone who lacks experience but has the right attitude and is trainable! 

Years of refining the search process have convinced Bock most interviewers make their decision within the first 5-10 minutes of meeting the candidate, and spend the rest of their time together seeking to justify that decision. This is not only highly subjective, it leaves the interviewer susceptible to acting on his or her own innate bias. Bock believes that the best way to engage job candidates is to use a Behavioral Interview and/or Situational Interview technique, or ideally a combination of both. The first focuses on actual past history, while the second means to engage them with hypotheticals which they may or may not encounter in a future position. He says research indicates that both interviewers and applicants believe this is the most fair type of interview.

Pause and consider: Are you truly open to hiring someone who lacks experience, but has the right attitude and seems trainable?


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