by Melissa Bissing on August 2, 2019
2 min read
How do you sell your C-suite leaders on modern interviewing? Try starting the conversation with reasons why traditional job interviews are all washed up.
Your C-suite leaders may fondly remember an interview experience (a long time ago) that went something like this: They showed up, they waited anxiously, they met the hiring manager, went over their resume, talked about their skills and experience, and then waited, and waited, to hear the next step. That’s definitely not the candidate experience you’re pushing for today, but how do you sell them on modern interviewing? Try starting the conversation with the reasons why traditional job interviews are all washed up:
Traditional interviews grew out of a time when candidates were plentiful, and employers were confident their job offers would be accepted. That’s not the case in today’s hyper-competitive talent market. Modern candidates prefer more personalized interactions that cater to their needs: on-demand interviews that they can easily fit into their schedules, interview scheduling they can do quickly on their smartphones, and more attention and time given to showing candidates what the culture and employment experience are like. Most of all, they don’t want to feel like they’re just a number. With candidates in the driver’s seat in today’s hiring environment, organizations need interviews that sell their jobs and respect their candidates.
Unconscious bias is rooted in the subtle influence of a person’s background, culture, environment and experiences on the opinions they form, often without even being aware of it. By its very nature, the traditional interview is also prone to inconsistency. Interviewers may pose questions in varied ways, with a different tone of voice, and in an order that changes from interview to interview. Inconsistency and unconscious bias are obstacles for organizations that are working hard to increase hiring and workforce diversity.
As AI and automation become more integrated in work processes, candidates’ soft skills become even more important to their performance. Yet 63% of participants in that LinkedIn survey said assessing soft skills is an area where traditional interviews fail. Organizations are turning to other strategies as better indicators of a candidate’s potential. Job auditions, virtual reality assessments, and use of predictive analytics can all provide rich data for smarter hiring decisions.
Back when the traditional interview first came around, meeting job applicants on site was the only way to take their measure. Not so with digital technologies like smartphones and advanced interviewing platforms. TA teams and candidates are engaging sooner and faster with on-demand and text interviews. It’s a more efficient way for recruiters to get to know candidates and evaluate fit. It’s also efficient for candidates since they don’t have to take time from work or invest in travel to explore potential new job opportunities. By the time today’s candidates come on-site, they’ve had multiple interactions with TA teams and have already started to form a relationship.
What do traditional job interviews say to candidates about your organization? It’s easy and safe to put off change, but outdated interviews and hiring processes may pose more risks for your organization than you realize. Learn more by downloading The Risks of Status Quo Hiring: 5 Reasons to Modernize Your Hiring Process today.