Essentially, interviewers have two jobs: one is to determine the skills and fit of each candidate and the other is to sell candidates on joining the company.
Most often one interviewer is in charge of both assessing and selling. But recent research suggests that mixing the two lessens the accuracy of choosing the best recruits.
Dan Cable of the London School of Economics along with Jennifer Carson Marr of the Georgia Institute of Technology conducted experiments in the lab and then followed up with field studies to determine if selling at the same time as evaluating affected interviewers’ judgments. They found that “when selling orientation was high, interviewers' judgments no longer predicted applicant outcomes.” They suggest that the focus on making the job and company appealing to candidates interferes with reliable evaluation of the candidates’ fitness for the job.
When you set up your interviewing skills training, follow their advice. Divvy up the responsibilities so that one interviewer is in charge of evaluation and another then takes the top candidates with the goal of persuading them to come aboard.
Learn more at: http://www.lsaglobal.com/behavior-based-interviewing-training/
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