When talking to small business owners who are ready to expand their team, one of the most common concerns is: 

‘How do I make sure I recruit someone who’ll fit into my team?’ 

This is usually followed by a story about how they took on a new recruit a while ago who didn’t gel with other members of the team, upset a few of them and promptly left.  

Wouldn’t it be great if Artificial Intelligence came up with an algorithm for choosing the right person? Until that day arrives, we can rely on established, tried and tested methods to get underneath the surface of candidates and find out more about what makes them tick. 

So, how can you increase the chances of selecting a person who will integrate seamlessly into your growing team?​​

Imagine you take on a new recruit whose key role is to:
​

1. Answer the telephone
2. Update your website
3. Write weekly blogs and 
4. Keep your database up to date. 

 
After a few months you discover that, despite performing well at interview, this person avoids answering the telephone, can't update the website, is unable to write blogs and can't get to grips with a database. 

Seriously?

With a sinking feeling you realise that this recruitment mistake has caused your business to regress at least 6 months. 

Let’s consider the extent of the damage. 

​How has this recruitment mistake affected the business?

I’ve lost count of the number of times I’ve heard, "There are no good quality candidates around".

When people say that to me, I generally do three things:
​

1. Smile and sympathise with them
2. Have a look at their website
3. Give them a call and ask them in the nicest possible way, “Would you apply to work for you?”

There is no doubt that it’s a job seekers market out there. Job applicants have handfuls of opportunities to mull over, but there are many jobs going unfilled. Volume recruiters regularly over offer to compensate for those that are reneged upon. ​

The client – nTrust Systems

nTrust Systems, established in 2003 provides affordable, flexible IT Support for businesses across London and the South East.

The challenge

With a goal to double the number of staff in the next three years, Russ McKenzie, Managing Director, wanted to ensure that their recruitment process was the best it could be to support the planned business growth.

“Having recruited many people during my 35 years within the IT business, I wasn’t too frustrated with the process we had. However, having the right team established will be key to achieving our significant growth plans, so I felt it was important to see how we could improve our current recruitment processes.” Russ McKenzie

As a recruitment and interview specialist, I cannot emphasise this enough; interviewing is a skill.
 
It’s not easy, and not everyone is great at it. Just like we would advise an interviewee, being an interviewer also takes preparation. Your body language and your communication style matters. And if you get it wrong, it can have implications.
 
It seems obvious. However, the volume of examples of poor practice and unacceptable behaviour that come across my desk are quite startling. And by the way – the principles I outline here are also useful for anyone interviewing a supplier for a tender process, as well as for candidates going through interview.
 
What often happens in organisations is this;

• There is no HR, dedicated recruitment team, or outsourced recruitment solution, so interviews land squarely on line managers or    business directors
• Line managers are taking time away from their workloads often at short notice and therefore regard the interview as an imposition
• Interviewers are ill-prepared and untrained on good and effective interview practice

 
But the implications of poor interview practice are this;

• Lose a potentially great candidate who may have added huge value to your organisation, and may now go to a competitor
• Not get the best performance out of candidates meaning you miss their potential
• Poor PR - a damaged employer brand and company brand as the candidate shares their negative experience with colleagues,       friends and family or even on social media
• Wasted time, money, resources when an inappropriate candidate is appointed or when the process is unsuccessful and needs to    be redone
• Potential for complaints or legal dispute if interview practice is considered discriminatory or unfair

 
So, in no particular order; here’s some examples of all too common interview practices to avoid at all costs.
 
1.       Rude and unwelcoming behaviour. Appearing harassed, stressed, unprepared and not giving your full, undivided attention to the candidate is unacceptable. They may have taken time out of work, spent time preparing and researching your business or have travelled a long way. Just to feel like an imposition? This is a bad way to treat a candidate and is likely to have a negative impact on how they feel about your organisation.
 
2.       Being unprepared. Walking round an office trying to find a vacant meeting room, not having the candidate’s CV or application materials in front of you, clearly not having read them and not knowing their name and current role, will make you look unprofessional and bring stress, not calm to the start of an interview. This will make for a less productive session for both you and your interviewee. You should have everything ready; materials, chairs and table and offer a drink, to put your candidate at ease and give the impression of a friendly, welcoming working environment.
 
3.       Being on your phone or device during the interview. Can you just imagine anything more distracting or frankly insulting than putting your career in the hands of the person in front of you; only to find them tapping away on their phone, tablet or laptop whilst you are speaking? And yet, this happens. Best interview practice definitely should include thorough note taking. But if you wish to take notes during the interview on a device, then explain this to the candidate. Even better, write notes on a notepad with a pen which will be less distracting for your candidate. If you are interviewing on your own, you’ll need to endeavour to balance note-taking with maintaining eye contact and interest with the candidate to motivate and bring out the best in them.
 
4.       Interviewing in a noisy café. There will be occasions when due to meeting room availability or sensitivity around a role, an initial interview stage needs to take place off-site. But choose the right place. Not a venue with blaring music. People queuing or brushing past your table or coming in and out of the loos. What candidate is going to feel comfortable talking about themselves or able to concentrate on their performance in this environment? Do a reccy first and pick a quiet café, or pre-book a quiet corner table if there’s no other option available.
 
5.       Don’t be weird or try to be cool or funny. Think about first impressions. Just as you expect nothing less than a professional conduct from your interviewee, you should display this too. Quirky little office practices can be introduced as and when appropriate - at induction once the candidate has the job. But showing them a pig that goes oink every time someone has a great idea or some other such quirk can fall flat on its face and simply come across at the least unprofessional and at worst, odd. And the same goes for interview questions. Keep them professional, relevant, skill-focused and quantifiable. An interview is a serious process and whilst you want the environment to be comfortable and put your candidate at ease; asking them what sandwich they would compare themselves to, is not the way to do it.
 
So, if you’re responsible for interviewing, do take a good look in the mirror. Not just at your appearance, but at your behaviour; how you represent your organisation, how professional you’ll appear on first impression, and how you intend to bring out the best performance from your candidate.
 
If you need any help, guidance or support with interviewing, call the specialists at the Recruitment Team now on 07971511731 or email aliwaters@therecruitmentteam.co