Finding A-players: behavioural interviews can be useful

IN the quest to select A-players, companies have gone to great lengths to identify and recruit the best. "The best", or so we believe, have gone through a series of assessments. These range from mundane handwriting analysis to sophisticated personality tests.

For those who are interested, the most reliable predictor is multiple-measurement tests,* which cover a combination of cognitive ability, personality and interests.

Should companies adopt or continue with multiple-measurement or other tests?

Recently Google, a superpower in big data and analytics, did an internal study to find out what was the best assessment tool in predicting job performance. Interestingly, Google determined that grade-point averages were not a good predictor of performance unless the candidates were fresh out of college (less than two years). And even more interestingly for seasoned professionals, behavioural interviews based on consistent sets of questions that candidates did in specific situations were the best predictors of performance.

I am not advocating that we all should suddenly abandon our assessment tools and adopt behavioural interviews. On the contrary, we should spend our resources and time efficiently. Behavioural interviews may be the answer. Adding them to our arsenal of tests may allow us to be more agile and nimble in selecting A-players and keep ahead of our competitors.

To implement a behavioural interview, start from what you want to measure. Typically, it is ability, skills and knowledge required to do the job effectively.

For example, if customer service is one of the requirements of the job, then ask the candidate what actions he or she has taken in dealing with customers, handling customer complaints, etc. During the course of the interview, you will discover that some of the actions were successful and some resulted in failure. A pattern will emerge that will determine whether the candidate is competent for the role.

Involve line managers in drafting behavioural-interview questions. These questions will have context and add value to the business. This will establish buy-in and acceptance from line managers. After all, they are the ones who will conduct the interviews.

Include questions about what makes the candidates tick and show up to work every day. For example, if you put a candidate who likes interacting with people in a customer-service role, he or she will enjoy the work and be willing to go the extra mile to achieve success for the company.

Measure your recruitment results in terms of effectiveness. Managers’ satisfaction with new recruits and performance results of new hires are excellent indicators. Numbers don’t lie. You should see an improvement from getting A-players.

Despite your best efforts, be forgiving. You may still make mistakes when hiring; the key is to act swiftly and part amicably.

*Based on data from Frank Schmidt in 2013 as an update to "The Validity and Utility of Selection Methods in Personnel Psychology", research done by Frank L Schmidt and John E Hunter (1998).

Suvit Chansrichawla is next-generation human-resources consultant under the brand Serendipity & Co, partner of the Curve Group in Thailand.