Most managers get thrown into hiring and interviewing without much guidance, and it shows—in poor performance and poor retention. Today's expert shares the top eight mistakes managers make.





1. Failure to Prescreen Candidates



Prescreening applicants is a must, Heathfield says. A half-hour phone call saves hours of your time and other interviewers' time, not to mention the expense of arranging travel, etc.



Your screening call might, for example, reveal that a candidate's salary expectations are way out of your range, or that the candidate's background isn't really a match for your needs. Always prescreen, Heathfield says.



2. Failure to Prepare Candidates



Brief your candidates on your company, the details of the position, the background and titles of other interviewers, and anything else that will let other interviewers concentrate their time on the important issues—determining the candidate's skills and fit for your company.



3. Failure to Prepare Other Interviewers



Don't let interviewing be a casual process. Plan ahead. Who is responsible for which types of questions? Who will cover what aspect of the candidate's credentials? How will you collect responses? Plan for success in employee selection, says Heathfield.





We'll add a rookie mistake of our own here. Many hiring managers are so eager to start recruiting that they don't nail down exactly what they are looking for. You can go through the motions of selection—posting, interviewing, and so on—but when you don't know what you are looking for, almost anyone fits the bill.





4. Relying Solely on the Interview to Evaluate a Candidate



The interview is a lot of talk, says Heathfield. By some estimates, it's only slightly better than chance at picking the best candidate. Plus, the candidate, wanting a job offer, is trying to tell you what you want to hear. Heathfield recommends using several methods for evaluating candidates.



For example, at one publishing company, the normal pattern was interviews and then, for the best interviewees, a writing and editing assessment.





What the company soon learned was that the interview was relatively unimportant—no matter how great the interview, if the candidate couldn't perform on the writing/editing assessment, there was no interest. So the company switched the two procedures—first the assessment, then the interview.





5. Do Nothing but Talk in the Interview



Do something more than talk during the interview, Heathfield recommends. Walk the candidate around the facility. Ask how he or she would handle some part of the job. Have them do something. As long as the tasks are related to the job, you will gain valuable information.





6. Evaluate Personality, Not Skills and Experience



It's nice to hire someone you like, says Heathfield, but it's more important to hire the strongest, smartest, and best candidates. People tend to hire people similar to them, but that will kill your organization over time, she says. You need diverse people with diverse personalities.



Cheers

Chandrasekar