HRO Today July/August 2017 - 58

Talent Acquisition
Interview Overdose
It's a candidate's market and time to rethink how to vet talent.
By Astrid Burr
Time to hire has always been a key metric in assessing
how well talent organizations are meeting their hiring
targets. It's also important to business stakeholders who
depend on high performers to keep their departments
productive. But Glassdoor Economic Research shows
average hiring times in the U.S. actually increased from
12.6 days to 22.9 days between 2010 and 2014. The
bottom line is: The longer an organization waits, the less
likely it is to land the dream candidate.
There are a number of factors at play here, but interviews
are among the main drivers. How many rounds of
interviews do candidates need to endure before receiving
an offer? Over-engineered interview processes are killing
modern hiring practices, and it's time for a change.
A recent study by MRI Network shows the average
candidate attends between three and four interviews.
But that doesn't really add up.
* First, most talent acquisition teams hold a telephone
screen to review a candidate's resume and application
and ask some role-specifi c questions to determine if
they're suitable to progress to the next stage.
* Next, a telephone or video interview covers relevant
behavioral and technical questions, and helps form an
larger view of attributes such as communication style.
* If the candidate is deemed a good fi t, they're usually
scheduled for a face-to-face interview with the hiring
manager.
[58]
HRO TODAY MAGAZINE
| JULY/AUGUST 2017
Wait a second-that is already three interviews.
But other interviews often come into play with key
stakeholders, team members, and again with the hiring
manager before an offer is made.
Interview processes can drag on for weeks with
candidates attending fi ve, six-or even 12-interviews
before being hired. Every stage requires tedious
coordination and scheduling, which causes delays.
HR and talent acquisition (TA) teams have a reputation
for making candidates and hiring managers jump
through too many hoops. Too often the big picture
around hiring is forgotten. Each candidate is an
opportunity to bring in a person who will add real value
to the business.
This overly cumbersome assessment process has a number
of consequences. The administrative work involved in
managing interview schedules increases costs without
delivering additional value. Top candidates may drop out
and tell their friends about the experience or share it
on social media and networking sites such as Glassdoor.
While hiring the right employee is a critical decision, if
the process takes too long, the best candidates may walk
across the road to competitors.
Today's labor market is candidate-driven, and
organizations must sell themselves to high-quality
potential hires just as much as candidates need to
promote themselves to employers.

HRO Today July/August 2017

Table of Contents for the Digital Edition of HRO Today July/August 2017

HRO Today July/August 2017 - 1
HRO Today July/August 2017 - 2
HRO Today July/August 2017 - 3
HRO Today July/August 2017 - 4
HRO Today July/August 2017 - 5
HRO Today July/August 2017 - 6
HRO Today July/August 2017 - 7
HRO Today July/August 2017 - 8
HRO Today July/August 2017 - 9
HRO Today July/August 2017 - 10
HRO Today July/August 2017 - 11
HRO Today July/August 2017 - 12
HRO Today July/August 2017 - 13
HRO Today July/August 2017 - 14
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HRO Today July/August 2017 - 16
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HRO Today July/August 2017 - 18
HRO Today July/August 2017 - 19
HRO Today July/August 2017 - 20
HRO Today July/August 2017 - 21
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HRO Today July/August 2017 - 28
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