6 Tips to Avoid Costly Hiring Mistakes

3. Zero in on Competency

In addition to the success profile, a valuable step toward incorporating greater objectivity into the selection process involves creating a competency model. By explicitly describing the behaviors a candidate needs to successfully execute the responsibilities the position entails, the competency model provides a foundation on which to build a balanced assessment approach. 

Structuring a useful model entails focusing on competencies for high-level job performance, clearly defining each competency, determining which behaviors indicate proficiency, and describing the outcomes. For example, conflict management competency could be defined: “Is not afraid of conflict; sees conflict as opportunity; uses strong listening skills to get to the heart of conflicts; smoothly moves disputes toward resolution; finds common ground; is persuasive in gaining the cooperation of others.”

This competency model also offers the advantage of a establishing a common language for discussing consensus on often-vague qualifications, such as “must be an effective communicator.” Once consensus is reached on the model, the challenge becomes the formulation of interview questions that elicit germane information for interviewers and enhance their ability to determine how well candidates demonstrate the competency.

4. Behavioral Questions Help Paint a Realistic Picture

Many psychologists suggest that what is observed in an interview is most often what a candidate wants and allows interviewers to see. Putting greater time and effort into preparing the right questions can counteract this potential obstacle. Questions that yield the most valuable and honest information are anchored firmly to previously-identified competencies.

Interview questions can be divided into four types: fact-finding/regurgitation/verification, projective, self-reflective, and behavioral. Generally speaking, fact-finding questions confirm data provided on a resume. Answers to projective questions such as “If you could be any person in history, who would you be and why?” do not provide information relevant to potential performance. Nor are these types of questions valid predictors of success on the job. Self-reflective questions about leadership style or strengths and weaknesses also tend to produce answers with little validity.

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