It’s also true that interviewers can have certain preconceived notions or tendencies that can cause them to hire the wrong people or overlook desirable candidates.
Many managers still cut corners and neglect the due diligence necessary to select the best candidate. Here are some common mistakes to avoid:
- Ignoring the "gut and twinkle" factor. Don't ignore your instincts. The more well-oiled your recruiting machine becomes, the more appealing candidates you'll have to choose from. In these situations, your eye for talent -- spotting an enthusiastic twinkle in someone's eyes, along with your gut reaction -- will help you make the final decision.
- Not asking every applicant the same questions. If you "wing it" and don't ask everyone the same questions and conduct each interview in the same manner, you run the risk of not evaluating each applicant objectively and making it harder to make a good selection.
- Evaluating all applicants to be excellent or unacceptable. It's not always so black and white. Be diligent and make accurate assessments.
- Evaluating applicants based only on personal impression. If you immediately feel a rapport with the applicant, you may lean toward him or her even if there are more-qualified applicants to choose from.
- Letting your own personal preferences get in the way. Disqualifying someone based on a physical trait or appearance factor that doesn't mesh with your style is not a reason to pass on an applicant. And you might run the risk of legal problems.
- Giving high marks to people like you, regardless of their job qualifications. Making sure someone fits is important, but don't look for mirror images of yourself while disregarding other qualifications.
- Allowing a good impression by one candidate to diminish the next interviewee's chances. If you find a good one, don't let that negatively influence the next candidate you interview. Give everyone an equal chance.
- Ruling out candidates you think are overqualified. Don't say "no" to the applicant. Don't undersell the value of a sales position just because someone has management experience or a college degree. If your pay is productivity-based and you provide opportunity for advancement, you'd be surprised whom you can attract.
- Not checking references. Never hire anyone without checking references. If someone lied on his or her application, imagine what could happen on the job. Always call references; don't e-mail or mail them. With some good phone skills, you might get someone to tell you more than you expected.
- Not giving applicants a chance to defend an unfavorable reference. Sometimes a former employer holds a grudge against an applicant. If you thought the candidate was worthy of a second interview before the unfavorable reference, bring that candidate back and give him or her a chance to explain.
Retailers Top 10, by Harry Friedman