Interviewing remains the most popular assessment for employee screening, but the reliability remains low, often in the 50 percent range.
Ira shares an outstanding story that I see repeated over and over in the vast majority of companies - weak interviewing by hiring managers. This is one of the most critical failure points in the hiring process.
Most companies do a terrible job preparing managers and executives to hire effectively. In most companies, hiring is NOT a process, it's a random set of arbitrary meetings where each individual manager does interviewing in their own misguided way. The minute you turn hiring into a process, train all your managers, and put some rigor behind it - hiring accuracy starts moving up from the traditional low reliability level in the 50% range.
Barry Deutsch
Partner
IMPACT Hiring Solutions
http://www.impacthiringsolutions.com/Blog
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I do not lean toward measuring potential or behaviorial interviewing 101 that past performance is the best indicator of future performance. Many mistakes in hiring occur when we put too much emphasis on one area.
A better approach might be a blended tactic that includes 50% of interviewing to validate the ability to meet the job expectations (that's assuming you've defined those expections - which most managers DO NOT), AND whether they have the motivation, grit, drive/self-motivition and intellectual curiousity to have the potential to grow into something greater.