Stop Eliminating Perfectly Good Candidates by Asking Them the Wrong Questions

In this article, originally published in Harvard Business Review, the focus is on the importance of asking the right questions during the recruitment process to avoid eliminating potentially strong candidates. The author highlights how traditional interview questions often fail to provide a comprehensive assessment of a candidate’s suitability for a role, and proposes alternative approaches to ensure better hiring decisions.

The article begins by pointing out that conventional interview questions tend to be formulaic and predictable, leading candidates to provide rehearsed responses that may not accurately reflect their true capabilities. This results in missed opportunities to identify exceptional candidates who may have the potential to excel in the role.

To address this issue, the author suggests a shift in interview strategy, emphasising the importance of asking behavioural questions that provide insights into a candidate’s past experiences and actions. By focusing on specific situations, actions taken, and outcomes achieved, HR professionals can gain a better understanding of a candidate’s skills, problem-solving abilities, and potential cultural fit within the organization.

Moreover, the article emphasises the significance of asking hypothetical or situational questions, allowing candidates to demonstrate their critical thinking skills and approach to handling challenging scenarios. This approach enables recruiters to assess a candidate’s decision-making process and their ability to adapt and learn from new situations.

To further enhance the interview process, the author encourages the incorporation of performance-based questions. These questions require candidates to outline how they would tackle specific tasks or projects related to the role they are applying for, providing HR professionals with valuable insights into their problem-solving abilities and how they might perform in real-world scenarios.

Additionally, the article stresses the importance of conducting comprehensive reference checks and background screenings to validate a candidate’s qualifications and experience. While these checks can help in corroborating a candidate’s claims, they should be used as a supplementary tool rather than a sole basis for decision-making.

In conclusion, the article highlights the need for HR professionals to rethink their approach to candidate evaluation. By asking the right questions, focusing on behavioural insights, and incorporating performance-based assessments, organisations can increase their chances of identifying exceptional candidates and making more informed hiring decisions. By leveraging these alternative approaches, HR departments can enhance the effectiveness of their recruitment processes, ensuring the selection of candidates who possess the skills, competencies, and cultural fit necessary for success within the organisation.