How to Identify Stellar IT Talent (Who Just Interview Poorly)

The way we find talent has changed, but sadly, the way we hire people hasn’t. Our interview processes are still stuck in the last decade, if not before. And especially when you’re hiring for IT positions, that outdated way of thinking can cause you to lose out on some great potential hires.

Interviews are terrible predictors of job performance. Research has proven this sad fact. Why?

Interviewer biases are one major culprit. There are two main types: confirmation bias and similarity bias. Confirmation bias leads us to see what we expect to see—we look for signs that validate our preconceptions or snap judgments of a candidate while ignoring or overlooking signs that don’t.

Then there’s similarity bias. Extensive research shows that interviewers try to hire themselves: people naturally favor candidates with personalities, attitudes, values, and backgrounds similar to our own.

Even if you’re sure interviewer bias doesn’t apply to you, there’s no guarantee that IT applicants will share information that accurately forecasts their performance. For one thing, candidates want to put their best foot forward, so they tend to give the answers they think you want to hear.

So how can you improve your interview process?

1. Know what skills and qualities are important in a particular role and in your company culture.

There may be a dozen applicants who have the skill set you want, but that doesn’t mean they’ll succeed in the position. Look at the successful employees in your company. What qualities do they share? These are the things to look for in addition to technical expertise.

2. Establish a clear, repeatable process and use it for all candidates.

Have candidates meet with the 4-5 people most important to a successful hire, including potential colleagues and the future manager. Ask each person to evaluate whether the candidate has the qualities you’ve determined in step one.

3. Hold the interviewers accountable for their hires.

Two people are ultimately accountable—the hiring manager and the recruiter. Make the other interviewers accountable to them. Require them to deliver a candidate review directly after the interview, while their impressions are still fresh, to all members of the interview team. This way the entire team can share impressions.

Taking these steps can mean the difference between finding people who are great on paper and those who will be great at the job and succeed in your business. If you’d like some assistance in finding the IT candidates with the skills you want and the personality they need to succeed, call or contact Triumph any time.