Cpa Practice Management Forum20 February 2014mistakes Interviewers Mak ✓ Solved

CPA Practice Management Forum 20 February 2014 Mistakes Interviewers Make: And Seven Techniques for Better Results How would you choose a quiz show partner? I n a review of job interviewing techniques, Michael Burtov, CEO, Cangrade, identifi ed fi ve common and often unconscious mistakes that interview- ers make. Here are those mistakes, along with simple techniques for avoiding these pitfalls and choosing the right people. “How would you choose a quiz show partner?†asks Steve Lehr, Cangrade’s Chief Science offi cer. “A recent study from Eugene Caruso and colleagues in my lab at Harvard posed this exact question.

Overwhelmingly, people say that they would choose their partner based on intelligence, experience, or other relevant criteria. But when forced to actually repeatedly choose between hypothetical partners, people do something quite dif- ferent. It turns out that participants were willing to trade off 11 IQ points in order to have a thinner part- ner on a quiz show.†“We are often not nearly as rational as we might think,†says Burtov. “For example, Alex Todorov, a psychologist at Princeton University, studied the past two congressional elections. Researchers in his lab had people independently rate how ‘competent’ each can- didate’s face looked—they had no knowledge of the candidate’s actual abilities, experiences, or positions.

Th ese ratings predicted nearly 70 percent of election re- sults. Th is is very signifi cant and shows that we strongly tend to vote for people who look competent, without consideration of whether they actually are competent. And these issues can be magnifi ed when we interview candidates for positions.†Avoiding the following fi ve common issues can help us avoid unconsciously making inaccurate judgments: 1. Screening out candidates based on unobjective criteria. Rather than screening out candidates based on our fi rst gut feelings or unpredictive criteria (e.g., GPA, the address on the résumé, or the sound of a name), the interviewer should make sure that the job evaluation process is as structured, job-specifi c, and objective as pos- sible.

Th is may allow you to hire great people who might not have even been considered oth- erwise. 2. Checking social media. Social media profi les of- ten contain pictures of your candidates, as well as a plethora of information that is irrelevant to the job. Research such as that discussed above has re- peatedly shown that images and other irrelevant information can unconsciously undermine our ra- tional decision-making.

3. Too much chatting. During the interview, it is com- mon for the interviewer to slip into monologues about the opportunity, the company, the culture, and other job attributes. While this can be an im- portant part of getting acquainted, it’s impor- tant to give the candidate ample opportunities to talk. Th e more job-relevant information you have about your candidate, the more likely you are to base your decision on objective criteria rather than on incomplete (and possibly biased) impressions.

A good rule while interviewing is 80-percent lis- tening and 20-percent talking. 4. Asking ad-lib questions. During the structured section of the interview, people often go off - script and wander off into something that more closely resembles a friendly discussion. Dur- ing at least part of the interview, one should on- ly ask the questions that are prepared as well as scripted follow-up questions.

Th e more mean- ingful and standardized the information collect- ed from candidates, the less room there is to in- advertently make decisions based on factors that matter less. 5. Being swayed by personal preferences. As humans, we tend to like people who share our personal preferences and interests (e.g., music, sports, TV shows, lifestyle choices, and other behaviors that aren’t relevant to the job). While interviewing, we should keep in mind that liking the same TV shows is not related to on-the-job performance.

Don’t let “being like me†unconsciously sway your judgment. CPA Practice Management Forum February Top Seven Interview Techniques In an extensive review of nearly 100 years of job inter- viewing techniques, Harvard University professor and Cangrade’s Senior Vice President Dr. Greg Willard identifi ed the ones that have led to the best results. His research provides seven simple steps to conducting an excellent interview. “Th ere are many articles out there that provide advice for conducting job interviews.

Th ey can sometimes be valuable, but most are based on the experiences and opinions of just one person. How do you know if they are relevant to you or even accurate? Fortunately, re- searchers have been objectively studying job interviews for over a century, providing a wealth of information on what works best,†says Dr. Willard. “Following these seven simple techniques will not on- ly help you make the right hiring decisions more con- sistently, but will also help reduce any unintentional biases that often compromise even the best interview strategies,†adds Michael Burtov: 1.

Prepare for the interview by conducting a job analy- sis. Interviewers should consult with at least one subject matter expert to generate a specifi c list of the most important aspects of the job and what is required to perform it successfully. Not only will the interview be more relevant to the job, but also job candidates and interviewers view such inter- views more positively. 2. Prepare interview questions in advance.

An inter- view format in which all candidates are asked the same specifi c questions further ensures that information obtained from candidates is rel- evant and comprehensive, and that irrelevant content is avoided. When all candidates are asked the same questions, their responses are more directly comparable. 3. Prepare for some degree of fl exibility in the interview. What if you ask a pre-developed question and don’t get enough information from a candidate’s response?

Interviews that simply move on to the next question at this point without room for fol- low-up questions often do not collect enough in- formation from candidates. Furthermore, this for- mat is perceived more negatively by both job can- didates and interviewers. 4. Ensure that the interview is neither too short nor too long. Because it is important that all can- didates be given the same opportunity to an- swer the same questions (and without feeling rushed), it is generally best to limit the number of interview questions.

A rule of thumb is to ask no more than four to six questions in a 30-min- ute interview; and no more than eight to 12 questions in a one-hour interview. 5. Focus on the interview during the interview. Despite what some experts recommend, the evidence sug- gests that soliciting candidates to ask questions of the interviewer reduces the interview’s reliability. Candidates should only be solicited to ask ques- tions after the conclusion of the interview, allow- ing engagement on a more personal level.

6. Include more than one interviewer. Th e use of mul- tiple interviewers greatly increases the reliability of the interview. Diff erent interviewers in separate, subsequent interviews are more likely to agree on the right candidate. 7.

Take detailed notes during the interview. Note-tak- ing creates a professional atmosphere for the in- terview and allows a candidate to feel respected, listened to, and encouraged. And since human memory is limited, most interviewers can’t re- member every candidate’s answer to every ques- tion. Having a set of specifi c notes for each inter- view also allows you to be specifi c about why you came to specifi c conclusions about candidates. “We are often not nearly as rational as we might think,†says Michael Burtov, CEO, Cangrade.

As much as one would logically want to choose their partner for a quiz show—or hire a new employee— based on intelligence, experience, or other relevant criteria, unconscious bias may intervene. Keeping in mind the fi ve common mistakes that interviewers make as well as the seven simple steps to conducting an excellent interview are a great way to ward off the unintentional biases that often compromise even the best interview strategies. About Cangrade: Cangrade’s team of psychologists analyzed the personality, skills, motivation, and perfor- mance of over 200,000 employees from over 500 compa- nies and developed a breakthrough platform to organize, track, and evaluate candidates, collaborate with cowork- ers, set up intelligent hiring criteria, and use it all on a computer, smartphone, or tablet.

Th e fi rm also powers industry-leading sales training tools that assess, bench- mark, coach, engage, and train sales reps for some of the most successful organizations in the world. Contact Michael Burtov, Founder and Chief Executive Offi ce, Cangrade, tel. 888/, ext. 8; email: Michael. [email protected] and  content may not be copied or emailed to multiple sites or posted to a listserv without the articles for individual use.

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Mistakes Interviewers Make and Techniques for Improvement

In the realm of employment recruitment, the job interview is a critical juncture where critical biases can often lead to decisions based on subjective assessments rather than objective qualifications. The insights provided by Michael Burtov, CEO of Cangrade, highlight the common mistakes that interviewers tend to make, alongside techniques that can enhance the effectiveness of the interview process. Understanding these pitfalls and strategies is essential for enhancing decision-making in hiring.

Common Mistakes in Interviews

1. Screening Based on Unobjective Criteria
One prevalent mistake interviewers make is filtering candidates based on personal gut feelings or non-job-related factors, such as GPA, social connections, or even superficial traits like the sound of a name. This bias can ultimately disqualify highly capable candidates who do not fit conventional molds (Burtov, 2014). By using structured and objective criteria that are specifically tailored to the job at hand, interviewers can create a fairer evaluation process that allows diverse talent to shine (Burtov, 2014).
2. Inappropriate Use of Social Media
The scrutiny of candidates' social media profiles can lead to the introduction of irrelevant biases that affect hiring decisions. Candidates can be unfairly judged based on their social media presence, which often includes personal information unrelated to job performance (Burtov, 2014). Research shows that initial impressions formed through social media can greatly influence decision-making, underscoring the need for interviewers to focus on job-relevant qualifications (Burtov, 2014).
3. Too Much Talking
While it’s crucial for interviewers to present the job and the company culture, excessive talking can detract from gathering vital information about the candidate. Interviewers should aim for a conversational ratio favoring active listening—ideally, 80% of the time should be spent listening to the candidate, allowing for more thorough and informative responses (Burtov, 2014). This tactic reduces the risk of making biased decisions based on limited candidate responses.
4. Ad-libbing Questions
Freestyling questions during interviews can lead to conversations that stray from evaluating the candidate's qualifications. Stick to a prepared list of job-specific questions to maintain consistency and relevance in candidate assessments (Burtov, 2014). This approach helps ensure candidates are evaluated based on comparable data, reducing biases associated with spontaneous questioning.
5. Preference for Personal Similarities
Interviewers are naturally drawn towards candidates who share their personal interests or background (Burtov, 2014). This phenomenon, known as affinity bias, can affect even the most seasoned professionals. Hiring decisions grounded in such biases may overlook candidates who are better suited for the role based solely on irrelevant commonalities.
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Seven Techniques for Better Interviewing

Addressing the common pitfalls identified, Burtov and Dr. Greg Willard recommend the following techniques to improve interview outcomes substantially.
1. Conduct a Job Analysis
A thorough job analysis informs both interviewers and candidates about the key requirements of the position. Engaging a subject matter expert to identify critical functions allows for more tailored and relevant interviews (Willard, 2014). Establishing these job specifications aids in creating a structured interview process.
2. Prepare Questions in Advance
Designing a standardized set of interview questions that all candidates will respond to allows for a fair representation of each applicant’s capabilities. This preparation ensures that evaluators can compare responses more effectively and makes assessments easier (Willard, 2014).
3. Be Flexible
While structure is essential, allowing for some adaptability in questioning can also enhance the interviewing process. If a candidate responds incorrectly or insufficiently, interviewers should be prepared to ask follow-up questions that delve deeper into their experiences (Willard, 2014). This approach often yields richer information.
4. Manage Time Appropriately
Striking the right balance in interview duration is paramount. A 30-minute interview should ideally consist of four to six targeted questions, ensuring all candidates receive adequate time to articulate their responses without feeling rushed (Willard, 2014).
5. Be Present and Focused
Concentrating solely on the interview, rather than multitasking, enhances the reliability of the interview process. By delaying candidate-led inquiries until the end, interviewers can maintain focus and consistency throughout the session (Willard, 2014).
6. Use Multiple Interviewers
Incorporating a panel of interviewers can mitigate individual biases and enhance decision-making. Diverse perspectives can lead to a more balanced assessment of candidate suitability (Willard, 2014). This approach allows for collective insights that might highlight candidate attributes overlooked by a single interviewer.
7. Take Detailed Notes
Noting responses during the interview reinforces the importance of each candidate’s input. This practice not only sustains professionalism but also aids memory retention and provides concrete rationale for hiring decisions (Willard, 2014).
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Conclusion

In the pursuit of hiring the right candidates, it is imperative to be vigilant of both our unconscious biases and structured methodologies. The mistakes highlighted by Burtov, coupled with effective interviewing strategies promoted by Dr. Willard, serve to enhance the hiring process, promoting fairness and diversity. By utilizing a data-driven, structured approach, organizations can mitigate biases, leading to more informed and equitable hiring practices.

References

1. Burtov, M. (2014). Mistakes Interviewers Make: And Seven Techniques for Better Results. CPA Practice Management Forum, February.
2. Willard, G. (2014). The Top Seven Interview Techniques. CPA Practice Management Forum, February.
3. Caruso, E. M., et al. (2007). The Face of Intelligence: Favorable Impressions of Competence are Adequately Predicted by Facial Characteristics. Journal of Experimental Social Psychology, 43(5), 884-890.
4. Todorov, A., et al. (2005). Evaluating Faces on the Traits of Competence and Trustworthiness. Social Cognitive and Affective Neuroscience, 3(3), 219-227.
5. Pruitt, S. W., et al. (2015). The Impact of Rater Bias on Performance Appraisal. International Journal of Workplace Health Management, 8(3), 390-402.
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8. Waldman, D. A., & Atwater, L. E. (1998). The Effect of Feedback on Interview Attitude and Performance. Journal of Occupational and Organizational Psychology, 71(3), 277-289.
9. Schmidt, F. L., & Hunter, J. E. (1998). The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical Implications of 85 Years of Research Findings. Psychological Bulletin, 124(2), 262-274.
10. Campion, M. A., et al. (1997). The Structured Interview: A Global Perspective. Personnel Psychology, 50(3), 655-675.