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Don't just rely on an interview when recruiting - try this method instead

by , 16 May 2014
Many companies launch into the recruitment process without having a clear idea of what they would like to achieve at the end of it.

Big mistake!

Having a successful recruitment drive and getting the best candidate depends on a number of factors. One of these factors is not relying only on the interview to find the right candidate.

Read on to find out why you must avoid doing this and discover a method that'll help you remedy the situation.


70 Questions to ask to get the most relevant information from your interviews

Discover everything you need to know to make the right decision every time. Find out about the applicant's strengths, areas for improvement, ideals and commitment with these specific questions – all set out in an easy-to-follow checklist. You'll have no doubts about the person's ability!


The danger with only relying on the interview is you won't be able to assess the candidate's job skills

The only thing you'll have is the candidate's theoretical knowledge. And this means you'll end up hiring a person who might not know how to do the job.

So how do you overcome this challenge?

Structure your interview process into phases that are skill-based.

Here's an example of how you can do this…


Human Resource Manager… Stop wasting your valuable time

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Instead of only relying on the interview, structure your recruitment process into these skills-based phases

You can, for example, have:

Phase 1: In this stage, you can ask all candidates on the short-list (4 – 6 candidates) to do verbal interviews with an interview panel. The panel can examine theoretical knowledge and organisational 'fit'.

Phase 2: Here, you can ask the top three candidates to demonstrate their skills in a mock environment (e.g. typing a document; welding a simple structure; compiling a financial document; etc.).

Phase 3: In this phase, the top two candidates can go for psychometric testing.

Phase 4: This is the phase where you offer the successful candidate a job.

Note: The Practical Guide to Human Resources Management says it's a good idea to only tell the unsuccessful candidate he didn't make it, once the successful candidate has signed the offer letter. If the successful candidate declines the offer for whatever reason, you'll have the option to make an offer to your second choice candidate who you know is also competent.

If you only rely on the job interview when recruiting, it may be a good idea to change your recruitment process into a skills-based one.

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