Page 46 - kf fyi for your improvement license eng 3-4-15

they’ll act, etc. Include how you’ll give feedback. Treat candidates fairly, with honesty and respect.
Your recruitment efforts are more likely to be effective and you’ll project a great brand image.

9. Interview on autopilot? Sharpen your skills. A great interview takes time, planning, and focus. It’s
your biggest opportunity to connect with your potential hire. To get to know them. Spot any red flags.
It’s easy to get lazy. Rush into the interview, clutching a barely read resume. Switch to autopilot,
asking the same predictable questions and not really listening to the response. Results become
vague and lack any real insight. Not what you need to make accurate decisions. Dedicate time to
planning your interviews. Take a thorough look at the resume and results of other formal
assessments. Look at the role you’re filling. Decide what questions you need to ask; have a legitimate
reason for each one. During the interview, listen carefully to the candidate’s responses. Not satisfied
that you’ve heard enough? Ask another question to tease out more information. Invite the candidate
to ask questions. Get a colleague to interview with you. They can offer a different perspective or act
as a note taker, leaving you free to concentrate on the conversation. Remember, the interview is also
a chance for the candidate to evaluate you. If the process isn’t delivered well, they may reject your
offer.

10. Want to see your short list in action? Run a practical assessment. It’s a great way of
differentiating candidates in the final stages of recruitment. Especially where candidates seem very
similar on paper and performed equally well during the interview. Run well, it’ll put them through their
paces and give you an opportunity to see them in action. Invite small groups of candidates (6–20) to
participate in group exercises, role plays, and other activities (in-tray, presentation, case study,
problem solving, etc.) that simulate the challenges and situations they’ll face if successful. Use the job
profile and competencies to focus and develop relevant activities. Observe the candidates in action.
How are they performing? How are they behaving? Are they working well with the group? What does
this tell you about their ability to do the job? Record and rank each candidate against agreed-upon
criteria. Invite colleagues trained in assessment to help. This ensures everyone has equal opportunity
to shine and be noticed. Give feedback to all candidates on their performance, successful or not. Ask
them for feedback too. Have the activities made them reassess their own suitability for the role? Do
they have any feedback that could help improve future practical assessments?

11. Overlooking red flags? Complete a thorough background check. As an employer, you have a
right to verify the reliability of an application. A background check will validate that an applicant has
the credentials they claim. It demonstrates your commitment to safety and security by protecting
against potential criminal acts such as theft, workplace violence, and other legal issues that could
damage your organization. Quality applicants will understand and appreciate this. You may need to
outsource the checks to people expert in criminal investigation and who know how employers are
protected from liability. They can often persuade a reluctant former employer to give out legally
acceptable information. Completing a thorough background check before you hire could save you
time and money later.

© Korn Ferry 2014-2015. All rights reserved. WWW.KORNFERRY.COM

46