How to be Smart About Cultural Compatibility and Interviewing
Competencies—Another Corporate Buzz Word
So many terms derived from corporate culture have invaded our general vocabulary that there is even a term for this language: corporate speak.
In the world of behavioral interviewing, “competencies” is one of these terms. But, as with many popular and over-used words, there is confusion about their actual meaning.
We define competencies simply as behavioral qualities.
Within the context of a job interview, competencies reflect the key performance factors necessary for a candidate to be successful on the job. An example of an intellectual competency would be skill at solving problems effectively. A motivational competency could be resourcefulness or the ability to do more with less. An interpersonal competency could describe a team player, one who works well with others to achieve a common goal.
When training on how to conduct interviews effectively, starting with a proven and comprehensive list of behavioral qualities is a great place to start. From these you choose those most applicable to the job for which you are interviewing and the culture.
You should select the candidate who most authentically and predictably displays those competencies.
In the world of behavioral interviewing, “competencies” is one of these terms. But, as with many popular and over-used words, there is confusion about their actual meaning.
We define competencies simply as behavioral qualities.
Within the context of a job interview, competencies reflect the key performance factors necessary for a candidate to be successful on the job. An example of an intellectual competency would be skill at solving problems effectively. A motivational competency could be resourcefulness or the ability to do more with less. An interpersonal competency could describe a team player, one who works well with others to achieve a common goal.
When training on how to conduct interviews effectively, starting with a proven and comprehensive list of behavioral qualities is a great place to start. From these you choose those most applicable to the job for which you are interviewing and the culture.
You should select the candidate who most authentically and predictably displays those competencies.
Resumes versus Interviews Which Has More Valuable Information?
Just as an interview without a resume would not tell the whole back story of a job candidate; so, too, a resume without an interview gives only a partial picture of a candidate’s fit for the open position.
Certainly the resume is valuable as a document that tells a candidate’s job history and academic accomplishments. But it should be treated only as a start to the conversation conducted in the interview. Use the resume to ensure that the candidate has the relevant background and experience for the job. Then make a list of several subjects that you’d like to probe further…topics that will fill in the blanks of a candidate’s style, cultural fit, and motivation.
The interview is where you can explore these topics in depth. Can the interviewee cite examples of past accomplishments that depended on the competencies you know are needed for success in the job? You need to be able to predict how the new hire will behave on the job. Repeated examples of past behavior are your best clues to future performance and cultural fit.
Certainly the resume is valuable as a document that tells a candidate’s job history and academic accomplishments. But it should be treated only as a start to the conversation conducted in the interview. Use the resume to ensure that the candidate has the relevant background and experience for the job. Then make a list of several subjects that you’d like to probe further…topics that will fill in the blanks of a candidate’s style, cultural fit, and motivation.
The interview is where you can explore these topics in depth. Can the interviewee cite examples of past accomplishments that depended on the competencies you know are needed for success in the job? You need to be able to predict how the new hire will behave on the job. Repeated examples of past behavior are your best clues to future performance and cultural fit.
How to Match the Candidate to the Job
What the interviewers need to determine is which one of these job seekers is the best hire. And the “best” hire is not necessarily the one an interviewer likes the best.
It is only human to feel most comfortable with someone of our own personality style. But our style may not be the best for the position that is open.
To guard against hiring the person you would most like to have coffee with, analyze the specific job and then list the specific competencies needed for success. If you’re hiring for a research position, an analytical personality is much more important than an expressive one. If it’s sales that need new hires, someone who reads customers well, is articulate and has the self-confidence to meet and persuade strangers is the one to hire.
The critical factor in successful hiring is to match the candidate to the job and the culture – not who is most like you.
Interviewing Best Practices in the Call Center
A small % increase in the quality of call center hires can boost profits by as much as upwards of 50%. Research has shown that satisfied customers lead to greater revenue growth.
Read more about some of the best interviewing programs, talent management practices and make the link between industry leading call center revenue growth and service...
Taking time to reflect on your interviewing practices?
No, well don't fret, take a minute now to ponder these questions and reflect:
• Are your teams applying the best interviewing skills possible?
• Is your organization's talent selection and interviewing process too complex?
Well, was it worth taking the reflection?
• Are your teams applying the best interviewing skills possible?
• Is your organization's talent selection and interviewing process too complex?
Well, was it worth taking the reflection?
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