1. SAMPLE Hone Competency-Based Selection and Interviewing Skills
Train hiring managers to use structured interviews to reduce the incidence of bad hires.
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2. Improve competency-based selection and interviewing skills
A structured interviewing process will reduce the incidence of bad hires and help your organization build a creative workforce that supports innovation.
HR leaders who oversee talent acquisition.
Talent acquisition teams who are accountable for the quality of new hires.
Hiring managers who are responsible for the interviewing process.
Get support for improving interviewing outcomes.
Define competencies to identify the right candidate.
Design a guide to structure and calibrate the interview process.
Make measurable improvements to your team’s interviewing skills.
Devise a method to integrate interview answers and make reliable hiring decisions.
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3. Executive summary SAMPLE
Bad hires are common and costly. More than half of new hires fail within the first 18 months. More than two-thirds of hiring managers make hiring decisions they come to regret. The average cost of a bad hiring decision can equal 30% of the individual’s first-year potential earnings.*
There are no shortcuts to a quality hire.
A structured interview process is the most reliable way to find top talent.
Stop asking candidates about the color of their personality.
Carefully define the kind of candidate you want, ask questions that matter, and know what counts as a good answer.
Recruiters know. Talent acquisition specialists are accountable for quality of hire. They know that a well-structured interview process can improve quality of hire.
Hiring managers need training. Unfortunately, nearly 45% of talent acquisition specialists said their hiring managers were not strong interviewers. In large organizations, that number climbed to 65%.**
Put a well-structured interview process in place to help hiring mangers:
Improve the quality of hire
Reduce the cost of bad hires
Improve the candidate experience
Sources:
* Leadership IQ (2012)
** McQuaig Institute (2014)
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4. Guided Implementation
McLean & Company offers various levels of support to best suit your needs
Guided Implementation
“Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”
DIY Toolkit
“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”
Workshop
“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”
Consulting
“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”
Diagnostics and consistent frameworks used throughout all four options
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5. Use McLean & Company’s practical approach to train for smarter hiring
Start each step in the project by customizing our standard methodology, tools, templates, and activities to adapt the material to your needs.
Make the case
Build competency profiles
Design interview processes
Train your team
Step 1.1
Step 2
Step 3
Step 1.2
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6. Sample Slides
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7. Most interviewers lack the necessary skills to do the job well
Most interviewers are not effective.
A well-known Harvard University study indicates that 80% of employee turnover is due to hiring mistakes.
Approximately 76% of managers and HR representatives that McLean & Company interviewed agreed that the majority of interviewers are not very effective.
Geoff Smart and Randy Street, the authors of Who, state that the estimated hiring success rate for the typical manager is only 50%.
Most hiring managers don’t make developing interviewing skills a priority.
Interviewing is often considered an extra task in addition to an employee’s day-to-day responsibilities, and these other responsibilities take precedence.
It takes time to effectively design, prepare for, and conduct an interview.
Employees would rather spend this time on tasks they consider to be an immediate priority.
Even those interviewers who are good at interviewing, may not be good enough.
Even a good interviewer can be fooled by a great interviewee.
Some interviewees talk the talk, but don’t follow through with action. They have great interviewing abilities but lack the skills required to be successful in the specific position for which they are interviewing.
Even if the interviewer is well trained and prepared to conduct a strong interview, they can get caught up with an interviewee that seems very impressive on the surface, and end up making a bad hire.
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8. Structured interviews are more reliable than unstructured ones
Features Common to the Selection Process
Unstructured Interview
Build job analyses that identify KSAs*.
Decide what competencies are required in the job.
Draw on personal beliefs of interviewers.
Process standardized: find evidence of KSAs.
Gather information on applicant competencies.
Process unstandardized: search guided by impressions.
Score each KSA quantitatively.
Judge applicants on competencies.
Categorize general traits.
Choose based on costs and benefits.
Make selection decisions.
Choose based on intuitive judgment fit.
Validate hiring decision against job criteria.
Evaluate the interview process on performance in selecting applicants.
Validate against casual study of new hire performance.
Regardless of the interview types or techniques you use, make it as structured and consistent as you can.
Structured interviews:
Reduce biases in information gathering, judgment, and decision making
Provide mechanisms to demonstrate the objectivity of a hiring decision
Lead to better hiring outcomes
You wouldn’t buy a house because you liked the Realtor. Hiring is no different. We need to make an objective decision.
- Beverly Flaxington, Principal
The Collaborative
*KSAs: Knowledge, Skills, or Abilities
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9. McLean & Company Helps HR Professionals To:
Empower management to apply HR best practices
Develop effective talent acquisition & retention strategies
Build a high performance culture
Maintain a progressive set of HR policies & procedures
Demonstrate the business impact of HR
Stay abreast of HR trends & technologies 
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