Cover of What the Dog Saw and Other Adventures by Malcolm Gladwell - Business and Economics Book

From "What the Dog Saw and Other Adventures"

Author: Malcolm Gladwell
Publisher: Unknown Publisher
Year: 2009
Category: American prose literature

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Chapter 18: The New-Boy Network
Key Insight 3 from this chapter

Structured Interviewing as an Effective Hiring Strategy

Key Insight

Traditional interview questions, such as 'Describe a situation where your work was criticized' or 'What would your friends say about you?', are largely ineffective because they elicit obvious, rehearsed answers that reveal little about a candidate's genuine character or skills. Candidates, like Nolan Myers, often demonstrate their awareness of unwritten interview rules by framing strengths as weaknesses, thereby providing polite but uninformative responses rather than true insights into their work style or how they handle challenges. This highlights a critical flaw in relying on common, easily anticipated questions.

Human resources consultant Justin Menkes advocates for rephrasing questions to make answers less predictable and more revealing of authentic behavioral patterns. For example, instead of a general question about stress, he proposes scenarios like, 'You have two very important responsibilities with impossible deadlines. You cannot accomplish both. How do you handle that situation?' Such questions force candidates to articulate their priorities and decision-making processes, uncovering crucial information, such as whether they prioritize personal strengths over company needs or adopt a stoic versus confrontational approach to criticism.

This approach forms the core of 'structured interviewing,' a method proven by industrial psychologists to be the only type of interviewing that effectively predicts workplace performance. Structured interviews are characterized by a rigid format, scripted questions, carefully trained interviewers, and predetermined rating scales applied uniformly to all applicants. Unlike traditional interviews that seek a 'global sense' of a person, structured interviews have narrow objectives, focusing on collecting and rejecting specific information to gain targeted insights. Despite its proven efficacy, structured interviewing is often resisted by employers who find it 'doesn't feel right,' preferring a 'romantic process' of finding 'chemistry' akin to a 'desexualized date' over its 'dry logic and practicality'.

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