5 Key Takeaways: Meeting the Expectations of Candidate Experience

Since March 2020, talent acquisition leaders contended with near-constant changes in both how they approach candidates, as well as sourcing top talent. The question is how to approach the remote work environment efficiently and conduct not only effective interviews with candidates, but also run interview processes that build the candidate experience and create excitement over the new role.

Teddy Chestnut, Chief Revenue Officer from BrightHire, spoke with Scott Parker, Director of Product Marketing for GoodTime, and shared smart recommendations for interviewers faced with the ever-changing recruitment landscape. Here are the key takeaways from their LinkedIn Live, with actionable steps on improving how you train your interviewers and how your team approaches the recruitment process.

“Being remote is no longer an excuse for not having your hiring plan together.”

— Teddy Chestnut, Chief Revenue Officer at BrightHire

1. “The New Normal.” It’s Pretty Much Just Normal Now

The pandemic afforded hiring teams the opportunity (or challenge, depending on your take) to manage the interview process using Zoom and other virtual tools to connect with and communicate effectively with candidates. Teams and candidates alike are now accustomed to having remote communication for interviews, and reverting back to less efficient processes isn’t likely.

Teams have pivoted their plans to remote, hybrid, and flex models to capture top talent.  Having buy-in on a plan that speaks to the future of work is critical. “Being remote is no longer an excuse for not having your hiring plan together,” says Chestnut. 

2. Building Adaptable Teams Is a Non-negotiable

Companies that do not provide flexibility for their candidates are at a distinct disadvantage because now candidates prefer to have the option to work from anywhere.  Because of the new hiring processes teams have been forced to implement, employees are increasingly requiring more interviewer training, and teams need to update their tech stacks to optimize core hiring metrics.

Building a resilient team that not only thrives in a remote work environment, but also demonstrates to prospective candidates the positive culture created in a distributed workforce, makes all the difference when sourcing new talent in this ever-competitive market. 

3. Help Interviewers Avoid Distracti… Look at This TikTok!

Now that many of us work 100% remote and are far more accessible, calendars are filled to maximum capacity. Because of constant access to news and by social media, it’s harder to tell if a remote interviewer is distracted versus when they were in person, because they can’t just grab their phones in the middle of interviews. The challenge today is for interviewers to give their candidates full attention so that the interview process can be as effective as possible.

When the calendar is full with back-to-back meetings, and Slack, WhatsApp, and Gmail constantly send notifications, it’s much harder to concentrate in an interview fully. Candidates can quickly tell when their interviewer is not giving them their full attention, which can create a negative experience that they might write about on Glassdoor.

Those negative reviews could deter potential candidates from even considering applying for a position at your company. Teams need to help interviewers focus on the task at hand, and work hard to avoid distractions in order to create a positive candidate experience.

4. Great Candidates Have Lots of Options (And They Know It)

Since the start of the Great Resignation, it’s been clear that the hiring process has greatly changed. Almost all candidates have other offers, even when they’re sitting right in front of you in an interview.

Interviewers need to remember that candidates have other options, and probably have other people giving them offers for a job. This means that interviewers need to make sure that the company is communicating the value that it can add to the candidate. The candidate also needs to make sure that they present themselves in the best way possible. 

Things have drastically changed with the dynamic between the candidate and the interviewer. This creates a sense of urgency between the interviewer and the candidates and it makes the interviewer keenly aware that they have to make sure that the scheduling works well and they’re not skipping interviews. Otherwise, these candidates can easily take a different job offer because of a delay caused by the interviewer.

5. Training Interviewers Is the New Non-negotiable for 2022 

When you’re in a situation requiring an interview where you have to have over seven hours of interviewing a day, logistics become challenging. Interviewers have to take time to do candidate research, write the feedback, and have time for preparation even before the interview starts.

Interviewers must have the right training to know how to interpret what they learn about the candidates they’re interviewing. When the interviewers are trained with the skills needed to manage remote interviewing, the interview process will be so much more efficient than it would’ve been if they were not well trained — or worse, not trained at all. 

Time To Elevate the Candidate Experience With Interviewer Training

Train interviewers how to create an amazing interview experience— then teach them to trust the process.

The time is now to implement interviewer training. GoodTime helps you train interviews with ease, giving you one hiring experience solution that lets you track interviewers and their progress and train them at scale. GoodTime gives you the confidence that your selected interviewers evaluate candidates effectively.

Want to learn more about the positive difference GoodTime can make? Sign up for a demo now. 

Up-Level Your Interviewer Training: 7 Things to Look at Right Now

A well-executed interview is a critical factor for candidates when deciding whether to accept a job offer. That’s why it’s incredibly important to conduct proper interview training for employees.

When interviews go poorly, they lead to low-quality hiring decisions, avoidable legal troubles, a weak candidate experience, and interviewer burnout.

1 in 5 interviewers say they feel rushed to make hiring decisions, despite being ill-equipped to do so.

As a TA leader, putting in the time and work to attract talent in a competitive, candidate-driven market is tough. This becomes even more difficult if you’re carrying most of the interview logistics load on your own.

But by spending time on interview training for employees, you can lighten the load for yourself as well as any other interviewers on your team. Great interviews start with amazing interviewer training. Run through this checklist to make sure your interview training program is setting your current and future employees up for success.

Does interview scheduling automation make sense for my team?

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1. Always predetermine job competencies

Interviewers should never walk into an interview without knowing exactly what they’re looking for first. Make sure to make this crystal clear in your intake meeting.

Armed with a vision for what success looks like in the role they’re trying to fill, interviewers can then turn attention to evaluating their interviewees fairly and effectively. But without a picture of the ideal candidate, interviewers risk making decisions that are bad or biased—or worse, both.

As a hiring leader, you can set your entire interview team up for success by providing hiring criteria. Tie these criteria to job-specific skills and competencies to help interviewers avoid decisions based on the personal, demographic, or lifestyle chatter that often comes up during ad hoc interviews.

To get started, ask yourself these questions:

  • Are there any professional certifications or knowledge requirements that are critical to the job?
  • Are there any technical skills required for the new hire to have that can’t be trained on the job?
  • Which soft skills will make a candidate successful in this role? (Think communication skills, time management, ability to work independently, problem-solving, ability to manage a team, etc.)

Then, create templates for your interview team, and store them in an easily accessible place, like a shared drive.

Everyone benefits from interview preparation: the company, the candidates, and the interviewers.

2. Start interviewing with the end in mind

Who are you looking for? Which technical skills do they need? What soft skills should they have? If you can’t answer these questions, you’re not ready to interview.

Start by assessing the skills necessary to succeed in the open role. This will help you gather information about your candidates’ job knowledge and technical skills. 

Then, add behavior questions — which focus on soft skills such as creativity and collaboration — to gauge a candidate’s reaction to practical situations.

When you know what you’re looking for, you stand a much better chance of finding it.

When it comes to interviewing, one size does not fit all.

Many interviewers use the same conventional questions for each and every position, leading to rehearsed answers that say nothing about a candidate’s actual skills or passions.

To find the right person for the job faster, and reduce hiring bias along the way, tailor your interview questions to each individual job role.

By asking job-specific questions to every candidate, you’ll give them the opportunity to show off their skills and watch how they handle real-life, job-related scenarios.

4. Don’t skip out on standardizing

After you gather a set of questions that relate directly to the job role, it’s time to think about the way you present those questions.

It’s exceedingly common for hiring leaders to lack a consistent, standardized interview process. But unstructured interviews — which encourage free-flowing conversations and lead to subjective decisions — are one of the worst predictors of on-the-job performance.

On the flip side, structured interviews — where each candidate is asked the same set of questions, in the same way, and in the same order — help hiring leaders measure one candidate’s skills against another, allowing for much better decision-making.

When we asked Jenny Jongejan, a seasoned recruiting consultant about the importance of standardization to address tech’s hiring challenges, she told us, “Research does show that structured interviews are 81% more accurate in predicting job performance than unstructured ones, so having a set of standard questions that every interviewer asks every candidate really ensures that interviewers don’t insert their own bias and leads to better hires.”

Standardization starts with effective intake and ends with a clear, focused post-interview debrief. Don’t skip out on either meeting!

5. Mitigate implicit biases and illegal practices

Even with the utmost preparation, interviews can still go off the rails. For instance, an interviewer may inadvertently ask illegal questions or makes inappropriate comments.

Assuming that the interviewers already know which interview questions are “right” and “wrong” is the first mistake many hiring leaders make when it comes to legal compliance. To prevent discriminatory interview practices—whether intentional or not—TA leaders should educate their team about current hiring laws.

After carefully preselecting the job-specific criteria for each role, try creating an up-to-date list of questions and topics to avoid during interviews, including anything related to a candidate’s age, race, ethnicity, ability, gender, sexual orientation, religion, relationship status, or personal finances.

For example, instead of asking about the candidate’s country of origin, cue interviewers to ask if the interviewee is eligible to work in the country where the job duties must be performed. In lieu of asking if their religion would keep them from working on weekends or certain holidays, explain any scheduling requirements for the position, and ask if there are conflicts. Instead of asking candidates if they have any disabilities, ask if they’re capable of performing any physical demands of the job at hand.

With interviewer training on how to stick to appropriate topics, hiring leaders and interviewers can both feel confident about their interactions with candidates.

Cultivate a diverse interviewer team

Diverse hiring starts with diverse interviewers. When an interview panel shares similar backgrounds and lifestyles, it’s easy for unconscious bias to creep in, and for critical job-related skills to be overlooked. Not to mention, a largely homogeneous interview panel is a huge turn-off to talented candidates who may not see themselves represented.

The majority of hiring leaders acknowledge hiring for diversity as essential to growing a more competitive, innovative team. However, despite knowing the facts, many companies still struggle to implement thoughtful diversity and inclusion hiring that works.

6. Leverage the right technology

While legal compliance is critical, there’s more to an amazing interview than just following the rules. By employing technology to support the administrative parts of an interview, hiring leaders can empower interviewers to increase the quality and fairness of their interviews. 

When interviewers get bogged down with back-and-forth scheduling and rescheduling, manually updating the hiring status of each candidate, and managing interviews across various time zones, they have less capacity to focus on more important things. But when technology takes care of the tedious tasks, interviewers are freed up for more valuable work, like building rapport with candidates.

HR technology can also be leveraged to put together diverse interview panels. This boosts candidate satisfaction even more. When candidates see themselves represented on an interview panel, and trust they’ll truly be included on their new prospective team, they’re far more likely to continue through to the end of the hiring process. 

What’s more, by representing individuals from a variety of different groups and backgrounds, diverse interview panels lend themselves to higher quality hiring decisions because of the diversity of the interviewer feedback collected. Only then can your team stop making hiring decisions based solely on interviewer intuition, and start making more based on objective, quality interview data.

7. Focus on candidate engagement

In a candidate-driven market like this one, hiring leaders should assume that job seekers are interviewing with multiple companies. When that’s the reality, the engagement a candidate gets from your team could be just the advantage you need.

A focus on continuous candidate engagement will give you:

  • Faster turnaround on hiring decisions
  • More high-quality talent in your pipeline
  • A higher number of engaged candidates
  • A larger pool of more diverse candidates
  • More candidates that turn into customers

To level up your candidate engagement, train interviewers to treat your candidates like your customers by giving them the power to self-schedule their interviews. Be sure to also give them plenty of quality feedback throughout the hiring process—even if they don’t get the job.

While candidates who don’t win the job they want may be disappointed, nothing is worse than waiting too long to find out. Not only does hanging in limbo directly affect the candidate’s experience, but it also damages the employer brand. 

On the flip side, hiring teams who reject candidates quickly lessen the pain of rejection, leading to better quality hires and a still-in-tact brand reputation.

Get serious about interviewer training

Remember, more than just a way for companies to sift through potential employees, interviews help candidates get to know possible employers, too. When that interview comes across as hasty or chaotic, a previously inspired and eager candidate can become quickly disillusioned.

But when the interview is friendly and frictionless, candidates and hiring teams alike look forward to effective, efficient hiring experiences.

Train interviewers on how to create an amazing interview experience—then teach them to trust the process.

The time is now to implement interviewer training. GoodTime Hire helps you effortlessly train interviews, allowing you to track interviewers and their progress and train them at scale. Hire gives you the confidence that your selected interviewers evaluate candidates effectively.

Discover more about GoodTime Hire’s interview scheduling software today.

5 Ways Your Hiring Process Could Be Failing (And What To Do About It)

To gain an edge in today’s competitive job market,  hiring teams must pull out all the stops. This means leveling up their candidate experience, maxing perks, and demonstrating company values as best they can. These teams are also investing the time to assess both what they’re doing right, as well as what needs to change.

And with only one in five new hires ever reaching success in their new role, it’s clear that something’s gotta give.

If your team experiences new hires who don’t last, or a shortage of candidates altogether, it’s time to take a long, hard look at how you can turn things around.

Here are five ways your hiring process could be missing the mark.

1. Your Hiring Team Is Burned Out

When interviews aren’t spread equitably across a team, the select few who bear the brunt will eventually wear out. 

Especially significant is the fact that oftentimes, the very people facilitating hiring duties double as a team’s highest performers; and while many take pleasure in welcoming new potential employees, burnout can have a negative impact on their productivity, engagement, and overall happiness at work.

Watch how much your URG employees take on. In an effort to meet a company’s DEI goals, employees from diverse backgrounds are often disproportionately tasked with hosting interviews. While diverse interview panels is something GoodTime makes a priority, risking the well-being of your top team members is never worth it.

What to do: Talk to all of your interviewers. How’s their sense of well-being? Is the interview load balanced in an equitable way? Are employees still able to do the job they were hired to do? Is diverse talent carrying a disproportionate amount of hiring duties? If you can’t answer yes to any of those questions, it’s time to make a change.

2. URG Candidates Aren’t Represented

Diversity doesn’t suddenly become important after a candidate starts a new job. It’s critical to blend representation into your candidate experience from day zero.

Your entire hiring experience should be designed to promote inclusion and reduce bias. This gives candidates the assurance that they would be welcomed to the team. The question to ask your hiring team: what barriers do candidates from underrepresented groups run into that give them pause, or cause non acceptance of employment offers?

What to do: Meeting DEI goals isn’t easy, but technology can help. With intelligent interviewer selection, both candidates and interviewers can self-identify as part of a minority group if they choose, then be matched during the interview to someone with common ground. The end result is more inclusion, better candidate engagement, and less biased hiring.

3. Your Interviewers Are Untrained

Nearly 70% of candidates claim that a terrific hiring experience would make them more likely to accept a potential employer’s job offer.

However, more than 1 in 5 hiring managers say they feel rushed to hire quickly, despite not knowing what they’re doing. The way in which interviews are executed — and how candidates perceive these interviews — is mission critical to a successful hiring process.

What to do: Training interviewers doesn’t have to be time-consuming. It simply takes planning and preparation. When armed with a structure to collect unbiased, job-related information, the do’s and don’ts of legal compliance, and an understanding of how to engage with candidates, trained interviewers just might be the edge you need to win over your favorite candidates.

4. Candidates Don’t Feel Empowered

Modern job candidates are looking for a highly personal, easy-to-navigate hiring journey — from start to finish. 

Consider the experience of your candidates. Is yours a seamless process, with plenty of touchpoints and status updates along the way? Or is it a clunky and time consuming one that leaves candidates in hiring purgatory for days or weeks on end?

What to do: One of the best ways to create an appealing hiring experience is to put the candidates themselves in the driver’s seat. With a self-scheduling interview tool, candidates select the best time for them, and technology takes care of the rest. By syncing candidate’s chosen times with the right interviewers, hiring teams can focus on more important work, like engaging candidates in meaningful conversations.

5. You’re Running Into Legal Trouble

But wait. There’s more to great hiring than having a fast, easy process. When rapidly growing companies need to hire quickly, too many neglect something as fundamental as complying with fair and legal hiring practices.

Hiring discrimination is strictly prohibited by federal law and can result in substantial legal fees. But too many interviewers know about hiring laws, without understanding how to comply with them. That’s why untrained interviewers can end up costing their companies an average of $40,000 in discrimination lawsuits.

What to do: To avoid legal fees and discriminatory practices, get serious about training your company’s pool of interviewers. Do your interviewers know what’s “right” and “wrong” when it comes to interview questions? Do they have objective, job-specific criteria to use in evaluations?

Make Changes to Your Hiring Process, Now

Good hiring is good business.

Now more than ever, it’s important to take a step back and reassess how your hiring process is going. When you take the time to build a solid foundation, empower your people, and engage with candidates, your team benefits from less burnout and more great hires.

The time is now to implement interviewer training. GoodTime helps you train interviews with ease, giving you one hiring experience solution that lets you track interviewers and their progress and train them at scale. GoodTime gives you the confidence that your selected interviewers evaluate candidates effectively.

Want to learn more? Download The GoodTime Guide to Interviewer Training

5 Ways to Ward off Employee Burnout

An undeniable truth for the hiring world: the COVID-19 pandemic brought about a paradigm shift in the workforce as businesses were forced to pivot to work-from-home overnight. Many increased their layoffs to stay afloat. Amidst these efforts to ensure business continuity, employer-employee relationships and the way they viewed their careers and priorities experienced a drastic change. 

Now, people are more open to career changes, often prioritizing flexibility, company values, and mission-driven work in favor of upward mobility. The rollercoaster of global events upended the state of the workforce and highlighted an underlying issue: employee burnout. Frequency of employees burning out during their work hours at home was accelerated by the uncertainty caused by financial, career and health concerns. In a socially distant world, employees also lack the support and tools to effectively identify and fight disengagement. 

A Closer Look at Addressing Employee Burnout 

With WFH variations setting pace to be the “new normal,” never has employee burnout become a more relevant topic than now, and keeping top talent is paramount. Quality employees are able to secure business objectives, effectively align with company values, and speed up productivity. On the flip side, losing these valuable workers can have a detrimental impact on the organization.

This is especially pertinent as the workforce goes through the Great Resignation – a term to describe the post-pandemic resignation boom. Led by a shift in priorities, the tidal wave of workers leaving their jobs is mostly driven by a desire to feel valued and appreciated by their employers. 

Through these changes, TA teams are inundated with hiring more people, picking up the slack of those who have left and continuing to do their own work while not compromising on their own performance. For the employees picking up more than they can carry, burnout is imminent. Unfortunately, this is also a driving factor for many to start looking at new opportunities. 

Employers must do more to keep their employees satisfied in order to secure quality hires. One of the main issues that has long plagued the workforce: a lack of mental health support. 

With employee burnout and disengagement posing a serious threat to business health, how can talent leaders tackle flight risks effectively?

Keep a Reasonable Work Schedule (And Work Load!)

With WFH blurring the lines between personal and professional life, it can be hard to tell when it’s closing time. In fact, studies have shown that remote workers tend to experience burnouts more than their on-site counterparts. Perhaps this is due to juggling work and home life simultaneously, in addition to family or pets.

Even in the office, workers are often expected to stay past the usual 9-to-5 just to fulfill manager or customer expectations. They end up feeling pressured by work, and in turn, can have a negative effect on quality and productivity. Enforcing office hours, even in remote situations, can go a long way in promoting a healthy work/life balance.

For hiring teams trying to maximize quality interviewers, interviewer training and load balancing the interview workload is critical to stave off burnout of top performing employees (ie, the folks who do most of the interviewing.)

Raise Mental Health Awareness

Employee burnout is not new. More often than not, employees themselves do not realize what they’re experiencing before it’s too late. They may just attribute this to general exhaustion or a lack of motivation, without acknowledging its severity. 

Normalize vocalization of mental health issues in the workplace. This can encourage employees who are feeling overwhelmed to speak out. Proactiveness on the employer’s part can also identify flight risks and potential burnouts.

Keep Communication Constant

Detachment from a job can happen due to a lack of support and a close relationship with their peers. Employees who work in silos may have feelings of separation and loneliness. To prevent this, it is important for managers to keep a constant line of communication. 

Schedule weekly meetings to check in on teams, manage expectations and receive feedback. Bonding sessions are a great way to build closer relationships between teams, essentially forming a robust support system for employees.

Encourage PTO and R&R 

Taking time off work can do wonders for an employee’s well being. Encourage employees to use their vacation days so that they are not constantly working. GoodTime offers flexible R&R for all employees who need to take time off, whether it’s for a vacation or just a mental health day. 

During this time, ensure that you have enough resources to manage without them. It can be frustrating for an employee when they are still required to tend to work matters, or even worse, cut short their off days to return to their desk.

Lead by Example

The chances are that your employees are spending one-third of their day in the office. It is crucial that this is an environment that they are safe and comfortable in. Promote mindfulness and a healthy work/life balance by creating an environment that employees want to work in. This can be through company initiatives, such as benefits like wellness programs. It can also be as simple as providing workers with a comfortable space, such as using ergonomic chairs or a pleasing interior design.

While burnout has a direct impact on employees, it can lead to devastating effects on business performance. Managers and leaders play a key role in warding off employee burnout. As we continue to navigate the new era of work, we must be prepared to embrace new solutions and adapt to survive.

GoodTime Transforms Interviewer Training 

It’s time to make a shift toward candidate-centered, connection-driven interviews. 

Learn more about how to make that happen for your team to win top talent faster and create more meaningful connections with candidates than ever before. 

The True Cost of a Bad Hire

There’s no question that employees are the number one resource at any given company. Plainly: they’re the ones getting it done to nail business objectives that ultimately lead to success.

However, if a company hires a candidate who turns out to be a wrong fit for the role, it could bring about dire costs — and not just speaking financially. Unqualified candidates could potentially waste the time and energy of managers and existing employees in any organization, which in turn, can deteriorate culture and team dynamic.

Studies have revealed that hiring the wrong candidate can costs up to $240,000. This happens more than you might think. 74% of employers stated that they have had bad hires. Not to mention, that’s also a colossal amount of money to blow on someone who doesn’t bring value to the company.

The case with bad hires isn’t as simple as it seems. In fact, the cost can be broken down into several aspects, from sourcing, interviewing, hiring and rehiring. All these associated costs add up to the real cost of a bad hire. The good thing is that these costs are avoidable. 

So, what is the real cost of hiring the wrong fit for the role? Why is it so essential to business success that managers have to get it right the first time?

The Financial Impact of Poor Quality Hires

Direct Financial and Time Cost of a Bad Hire

When a bad hire is brought in, it means that the entire recruitment process adds up to your losses. Essentially, you’re looking at the potential cost of:

  • Writing and reviewing job postings
  • Hiring a recruiter or paying for ad space on job boards
  • Screening candidates for background and work experience
  • Reaching out and communicating with candidates, following up after interviews
  • Scheduling interviews and dealing with last-minute cancellations
  • Finding the right interviewers to conduct interviews
  • Time spent waiting for qualified candidates to respond
  • Negotiating offers

When it comes to the usual work hours, multiple interviews can end up taking up a bulk of your time. The average employer interviews six to ten candidates per job, with each candidate going through two to three rounds of interviews. If each interview goes on for 45 minutes to an hour, it could eat into more than half the work week for the typical office worker. 

These days, there are a myriad of alternatives to the hour-long back and forth interview process. Interview technology makes it possible to use machine learning and artificial intelligence (AI) to conduct asynchronous interviews. Basically, employers don’t have to sit through tedious screening of resumes and background checks anymore. However, to truly build a connection with candidates, it is crucial to at least conduct a face-to-face interview before finalizing the new hire.

Cost of Replacing the Bad Hire

Considering that all this is done to hire the bad fit in the first place, now you have to do it all over again to replace them. This means writing new job postings, buying more ad space, and screening candidates to find the right fit. 

Additionally, you are looking at the associated costs of training and onboarding the new hires. Any time an employee joins a new company, they’ll usually go through a substantial amount of training and onboarding during their first few weeks or months. When you are essentially investing a good amount of knowledge and resources into nurturing a new employee, it means that all this goes to waste when they do not generate any returns for your company.

It is also worth noting that the employee doesn’t necessarily get terminated right away, even after realizing that they may not be the best staff for the job. While there is usually a learning curve, a bad hire is someone that falls short of expectations even after. This could mean being unable to perform tasks or having a negative attitude. Bad hires usually complete their probation period, if any, and move on to being a permanent role. During this time, productivity fails to hit optimal levels, and customers get frustrated. This adds on to the price that companies have to pay for bad hires. 

Emotional Cost of a Bad Hire

It’s important not to just look at quantifiable costs. Besides monetary costs, the wrong type of employee could lead to productivity and morale loss that stunts business growth.

Besides losing out on important accounts and clients, hiring the wrong employee has a substantial impact on internal staff and culture. Not only does a bad hire negatively impact the HR department, this can ripple out into the other teams as well.

Whether it is due to making up for a lack of skills, disengagement, or frustration with the new employee, other employees of the organization have the potential to be affected by a less-than-desirable hire. At the very least, this would lead to tension among employees. On the other hand, if left unaddressed, employers run the risk of losing a few good employees.

Team members are expected to work together towards organizational goals. However, when there is a certain employee that pulls down the team and affects the harmony and collaboration, it could lead to a plunge in motivation and engagement. Engagement is, after all, highly contagious.

Impact on Interviewer Experience

A CareerBuilder survey found that 22% of interviewers did not have the relevant expertise in hiring effectively. More often than not, interviewers may lack the experience or knowledge to hire and interview candidates. This could mean asking the wrong questions or missing important red flags in a potential talent. Perhaps this could be because the need for talent came on a short notice and hiring managers lacked preparation. 

Seeing that bad hires create exceptional damage, it’s crucial for business success that this process is done right. Moving forward, interviewer training programs should be implemented to help an organization and its employees, protecting their time, budget and culture.

GoodTime Transforms Interviewer Training 

It’s time to make a shift toward candidate-centered, connection-driven interviews. 

Learn more about how to make that happen for your team to win top talent faster and create more meaningful connections with candidates than ever before. 

Interview Training for Managers: 7 Stats to Inform Your Process

For talent acquisition, it’s a whole new world. The interviewing landscape has completely transformed into a highly competitive, candidate-driven market. In fact, a record four million people quit their jobs in April 2021. As The Great Resignation continues onward, job seekers are out in full force. Now is prime time to level up your hiring process by examining your interviewer training efforts.

Some hiring managers think they don’t need to train up or prepare for interviews as much as the candidates they’re speaking to, since they’re the ones doing the hiring. TA leaders know that just simply isn’t true. 

A good impression and an optimal experience goes both ways. Going the extra mile to look professional, showcase the role and company culture, including making candidates feel welcome and comfortable, can be what it takes to score you the quality hire that your organization needs to excel. 

Let’s take a look at seven statistics on interviewer training for hiring managers that every TA pro can use to up-level their training program.

1. 99% Of Hiring Managers Who Get Interviewer Training Say They Truly Need It 

Most hiring managers haven’t had interviewer skills training. However, almost 100% of those that go through either agree or strongly agree that they have more knowledge about the company’s hiring process and philosophy, and feel more confident about conducting effective interviews. 

If that’s not a sign that you should implement interviewer training at the workplace right now, we don’t know what is.

2. Average Time To Hire Is 90 Days 

The average employer interviews six to 10 people for a job. This takes a process of about 2 to 3 months. If they still haven’t successfully hired someone, they would repeat this process.

Is your process taking so long that you’re missing out on top candidates? A solid foundation with standardized hiring processes and efficient, time-saving tech tools is key to securing the right candidates faster.

3. 20% Of Hiring Managers Ask Illegal Interview Questions

One in 5 employers have unknowingly asked an illegal interview question before, and about one in three of them are unsure about whether or not the questions they are supposed to ask are legal. 

The wrong type of questions give off the impression that the interviewer is unprepared, disinterested, or insensitive. Some questions may be intrusive or show a pattern of discriminatory practices and put the organization in a tenuous spot. Hiring managers must know what can and cannot be asked — and the TA team must insure this. 

4. Unsuitable Hires Cost Your Company up to 30% Of First-year Earnings

This is broken down into retention, salary, and hiring a new candidate to replace the individual. It’s important to properly assess your candidates from the start, so that hiring managers can avoid these costs. This doesn’t take into account the expense to productivity, team morale, or time managing poor performance.

5. Workplace Discrimination Suits Are Won Over 95% Of the Time

In 2020, the EEOC found 67,448 charges of workplace discrimination, winning just over $106 million for charging parties and other aggrieved individuals. This is a 95.8% success rate for their district court resolution outcome. 

Untrained interviewers may not know what they can and cannot ask, and end up saying the wrong things during interviews that can aggravate candidates. This will put the company at the risk of liability, reputation damage, and losing out on quality talents. 

6. The time it takes to make a good first impression = 7 seconds 

Hiring managers only have one shot at a first impression with candidates. You have to make it count. Other studies have found that determining traits like trustworthiness takes just a tenth of a second.

7. Burnout Can Cost Employees 34% Of Their Annual Salary 

Finding the perfect fit for the company is one thing. It’s also essential to focus on a candidate’s well-being and communicate expectations the right way.

Navigating the interviewer training process can be tricky one, especially if you’re rooted in old practices. With the dynamics of recruitment shifting, it’s important that hiring managers lead the way in helping their organizations adapt to this change.

It’s time to make a shift toward candidate-centered, connection-driven interviews. 

Learn more about how GoodTime Hire’s automated interview scheduling software can make that happen for your team to win top talent 70% faster.

4 Legal Issues from Interviewer Training (and How to Avoid Them)

In today’s competitive job market, companies are overhauling their hiring processes to stay ahead of the curve. But in the rush to create a top-notch candidate experience, many recruiters are forgetting to focus on one of the most foundational elements of hiring — legal compliance for interviewer training.

To mitigate the risk of expensive legal trouble, a damaged brand reputation, and unnecessary headaches, hiring practices must be compliant with both state and federal laws. But with the EEOC reporting 68,000 discrimination cases in 2020 alone, it’s evident that there’s a gap between what employers should be doing and what they are doing.

Most of us aren’t experts in the law, and even the most well-meaning hiring leader can inadvertently make a wrong move. So where to begin? The first step is simply being aware of basic hiring laws, and learning best practices for how to comply with them. More often than not, legal issues stem from a lack of training.

Here are four legal issues that untrained interviewers create, and what to do about them.

Issue 1: Untrained Interviewers Can Ask Illegal Questions

Never assume your interviewers understand how to avoid inappropriate questions and statements.

While most interviewers have the best of intentions, it’s easy to let a formal interview turn into a friendly conversation that broaches topics pertaining to a candidate’s personal life and background. And doing so opens the door for illegal questions that can easily turn into a serious issue.

Instead, interview questions should be carefully selected and predetermined for each job. Keep questions role-related, asked in the same manner, and in the same order for each and every candidate. If the question has anything to do with the candidate’s age, race, ethnicity, ability, gender, sexual orientation, relationship status, or religion — leave it out. 

Hiring leaders can empower all interviewers to feel confident in the questions they ask by preparing a list beforehand, then training interviewers on how to stick to those questions — and which ones to avoid.

Issue 2: Untrained Interviewers Can Pose Legal Questions in Illegal Ways

In addition to understanding which questions are off-limits, interviewers should also have a grasp on interview “gray” areas.

When specifically related to their ability to perform the job at hand, topics related to a candidate’s height, weight, citizenship, finances, or current employment status can be appropriate. For example, in certain financial or banking sectors, it’s common to ask about potential employees’ personal finances and credit history. But for jobs in most other industries, it’s not.

As a hiring leader, if you’re unsure which topics approach gray areas and which ones don’t, make sure you stay up-to-date on current discrimination laws. Don’t forget to keep your interview team in the know, too.

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Issue 3: Untrained Interviewers Can Collect Biased Interview Data

Today, many companies are taking big steps to minimize the implicit biases that have long been a part of the hiring process, and developing new practices that are more inclusive and equitable. But unfortunately, with 42% of people saying they’ve experienced some type of discrimination during an interview, we still have a long way to go.

In the same way they can ask inappropriate questions, untrained interviewers are also prone to unknowingly using personal biases to navigate their time with a candidate. We’re all hard-wired to seek out commonalities in other people. But unfortunately, left unchecked, relying on those “instincts” too often leads to bad, biased hiring decisions.

To minimize bias, interviewers should first be trained to bring it to their awareness. With a solid understanding of the hidden biases they have, interviewers can then focus on asking meaningful, role-related questions, and collecting useful information about job fit.

Issue 4: Untrained Interviewers Make Hiring More Expensive

Don’t let an interviewer make unnecessary, costly mistakes just because they’re untrained.

When interviewers aren’t prepared, they’re likely to hire the wrong candidate for the job — and those costs add up fast. Poor hires have been proven to cost a business up to $240k in eventual employee replacement costs, and a salary with no ROI.

But when interviews take an illegal turn, it can get even more expensive. Last year, the Equal Employment Opportunity Commission won nearly $440 million for candidates. The average single discrimination lawsuit settles for $40k, which doesn’t even include legal fees. 

Fortunately, avoiding interview-related lawsuits is possible when the people facilitating the interviews are up to speed on the right rules and regulations.

It’s Time To Get Serious About Interviewer Training

When determining whether or not a candidate fits an open role, knowing how to interview well is critical. By not proactively understanding the legal implications of poorly-executed interviews, hiring teams are likely to not only lose the best talent but also become liable for discriminatory lawsuits.

The time is now to implement interviewer training. GoodTime’s interview scheduling software helps you train interviews with ease, giving you one hiring experience solution that lets you track interviewers and their progress and train them at scale. GoodTime gives you the confidence that your selected interviewers are evaluating candidates effectively.

Want to learn more? Download The GoodTime Guide to Interviewer Training.

6 Tips for Creating More Diverse Interview Panels

We’ve said it before, and we’ll say it again: hiring diverse talent starts with diverse interview panels.

Before making a decision as important as where to build their career, candidates want to feel assured that they’ll belong within an organization. One interview can make or break that decision.

Thankfully, there are several strategies you can leverage to optimize your interview panels for diversity and inclusion in your hiring process. Read on for six tips that, collectively, will give you the results you’re looking for.

1. Acknowledge Unconscious Bias in the Room 

We’re all naturally wired to make decisions and assumptions based on our unique perception of the world. Our subjective opinions are learned stereotypes—formed from our upbringing, social groups, and societal exposures—that sway our decisions, without us realizing it, day in and day out.

In order to create diverse interview panels, start by urging everyone on your team to acknowledge the part we all play in relying on unconscious bias. Create a transparent, consistent, and objective process for diversity and inclusion training so that fair hiring practices are always top of mind. 

Only then can you begin to take the necessary steps to stop gut-driven decisions from influencing your hiring decisions.

2. Train Existing Employees as Interviewers

Don’t relegate interviews to the TA team. Consider adding non-HR employees to the mix, too.

By leveraging a team-based approach, you’ll gain the perspectives of employees from all over the organization. Plus, when you include them in the hiring process, you demonstrate that you value your team’s input, leading to higher levels of engagement and quick buy-in with new colleagues.

But just like the TA team, anyone who is facilitating interviews should be trained to do so. Prompt them to consider important questions like, “Are there non-verbal cues, such as appearance or fidgeting, that are affecting my overall impression?”

The more interviewers you have trained, the more diverse your interview panels can be, which not only increases the quality of your hiring decisions but also the quality of your candidate experience.

3. Encourage a Post-interview Debrief

When done right, a post-interview debrief can add tremendous value to the hiring decision.

After completing an interview, ask each team member to provide feedback based on the candidate’s hard and soft skills. To avoid the interviewers being influenced by the “loudest voice in the room,” facilitate the feedback through a digital system.

Don’t forget to discuss what the candidate might bring to your company culture. Explore candidates who can bring a diverse range of values, beliefs, and experiences that will positively impact your company. You may consider inviting a lead recruiter to mediate the discussion and challenge bias.

4. Get Candidate Feedback and Adapt

As a hiring leader, you should always be adapting, revitalizing, and updating your practices to ensure a fair and inclusive interview process.

To make that lift a little lighter, ask for candidate feedback. Candidates are eager to share their experiences with you! Plus, the simple act of asking demonstrates to candidates that diversity and inclusion matter, and that they’re seen, heard, and valued—regardless of whether they get the job or not.

Ultimately, feedback gives you the opportunity to improve your overall candidate experience. While some feedback may be hard to hear, challenging yourself to provide an equitable experience for all candidates is worth it. And when you give your candidates a welcoming space to voice their opinions—good or bad—they are much less likely to speak negatively about your organization to outsiders, potentially harming your employer brand.

5. Provide a Standardized Interview Process

Before walking into an interview, make sure that your process is structured. Instead of encouraging free-flowing conversations, ask each candidate the same set of questions, in the same way, and in the same order every time.

When you focus on a structured, data-driven interview, you will evaluate candidates based on a strict set of criteria, which greatly improves the quality of hiring decisions. And by evaluating all candidates on a level playing field, decisions will be much more equitable as well.

6. Use Technology and Tools To Minimize Bias

While you can’t completely eliminate bias from the interview process, you can significantly minimize the impact by adding one more key member to your hiring team: technology

The right technology will automate and accelerate your hiring efforts, empowering you to gather deeper data and make better decisions.

GoodTime Hire boosts your team’s interviewing skills with powerful interviewer training paths. This effectively broadens your interviewer pool and reduces hiring bias right from the start.


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