Interviews

1. Article

From manager to director: taking the step up

​​What makes a great director? How do you know if you’re ready to take that next step up in your career? How important are qualifications at that level? These are just some of the questions we asked Graham Wilson, Leadership Wizard and Founder and CEO of Successfactory.  Watch the short video interview or read the full interview below: ​Q: What makes a great director?A: When it comes to leadership, the only thing we can control is our behavior. The rest of it is about other people deciding whether they want to follow. Going from a manager to a director, you’ve still got to be an authentic person. You should strive to be who you are, and the more you are really yourself, the more people will trust you. The more people trust you, the more likely they are to follow you.You've got to have the capability to create a high-performance environment where success is inevitable. I think quite often we're very good at setting goals and giving direction, but we then don't spend enough time to actually remove the barriers that can stop you from being successful. You've also got to get comfortable, particularly in today's world, with the volatility of the marketplace. You’ve got to be comfortable with ambiguity and leading without knowing all the answers.Additionally, you can’t be a successful director without a great team around you, so your ability to build teams is fundamental. When someone says to me:‘Is that person a great director?’, I say:‘Well, let me have a look at the team around them’. Being a good director means almost making yourself redundant, because you want the team to be delivering on the business, which will give you time to do the strategic thinking.Finding the balance between strategy and culture is also key. You can have a great culture, but with a poor strategy, you'll fail. And if you have a great strategy with a poor culture, you'll also fail, so seek out both.Ultimately, if you can build a high-performance environment, remove the barriers, you're authentic, can inspire action, can communicate with meaning, are good at storytelling, can unleash innovation in the organisation, then you’re in a great position. A great director drives the business forward with empathy, courage, and care, and realizes that at the end of the day, it's all about people.Q: Are there different skill sets needed for being a manager and a director?A: Skill sets are important and mindset is also really important. From a management point of view, you're more focused on the here and now, and the status quo, and making sure the business is efficient and effective, making sure that people are aligned behind the strategy, and actually driving the business forward.As a director, you’ve still got to do the same sort of role, but it requires a slightly different skill set and a lot more strategic thinking. What I find with a lot of managers in the first stage of moving into that role, is they find that it’s a big step as they’ve got to get comfortable with the fact that they’re paid to think, they’re paid to look at a strategic level, not just an operational point of view.Also, it's a different type of power. When you're a manager leading your team, you have a certain amount of positional power, whereas when you're a director working in a large organisation, you're often working across different functions and you're having to look at a holistic view of the business, so you also have to start to influence in a different way. Therefore, building your influencing and networking skills is really important. I think you should always have a relationship with every person in the business, plus all your key customers.In summary, there are some subtle differences, but from a management point of view, I would say it's more about the ‘what’ and the ‘how’. Whereas at leadership and director levels, it’s more about the ‘why’ and the ‘how’ from a cultural point of view.Q: Does being a good manager mean someone will naturally be a good director?A: I think you are going to get a lot of people who are more naturally gifted to think in a strategic way and are big-picture thinkers. But I'm not a big fan of the idea that you're born to be a great leader or born to be a great director. I think it requires hard work.If you don't change the way you operate, focus on developing your skills, and start to think about things differently, then you will probably fail.Sometimes what can happen is people go to a leadership meeting and represent their part of the business, whereas they should be thinking and talking at a more strategic level across the whole organisation. I think you've got to be able to be comfortable with that and be able to make that shift. If you don't, then you might have been an amazing manager, but it doesn’t necessarily mean you’ll make a great director.Q: How will someone know if they are ready for the next step up to director?A: One of the key things that is important in a corporate organization is you cannot be promoted unless you've got a great team around you. Because if you take yourself away, then there might be an impact on performance. I think one way to look at it is if you can say: ‘I've developed my team, my team is a high performance, I have a successor in place who can take over my role, I'm prepared to develop and grow and shift my thinking into a more strategic role’, then you’re likely ready.And having that flexibility of mind to know and recognize that it's not just a promotion and doing the same as what you would do now on a bigger scale; it's a different context. I think you’re ready when you're willing to adopt a new style, a new approach while still being authentic, you're really good at strategic thinking, you understand what strategy really is in today's world, and understand that it's a learning process, and how to be able to communicate with meaning.A good manager will do everything technically correctly hit every KPI and get good results, whereas a great director will do all of that through their team but will also be able to give meaning to the strategy.So, ultimately, I think a great indicator is when you're comfortable storytelling, you're comfortable presenting, you're feeling comfortable with ambiguity, you're comfortable without knowing all the answers, you're great at facilitating groups, and you feel comfortable moving out of your subject matter expertise area and thinking more holistically around the business, both internally and externally, in the short term and long term.Q: What steps should someone take if they want to progress to director?A: You've got to understand your rationale, your reason why you want to become a director. I think we can sometimes fall into the trap of it being money orientated and not recognising that it is a different role that requires a different level of resilience. You’re accountable for a bigger part of the business, so you've got to be comfortable with that. So certainly, building your resilience would be really important, and you want to start doing that now.Being able to cope with pressure and perform in mission-critical situations is key, and develop what I call ‘the six pillars of resilience’, which is really understanding your purpose and what you really want out of life, what commitment you're prepared to give, how you want to live your life, and would a director position give you that.The second thing is, how much energy and vitality do you have? Do you sleep well? Eat well? Do you practice mindfulness? Are you exercising and fit enough to be able to take on a more strategic role?Also, you want to start building your support network now. You want to have good relationships across the business, make sure that you are persistent and can manage from an emotional intelligence point of view, and also start to develop conversational and storytelling skills.I would suggest that you start that journey now. Get yourself a good coach, a good mentor, and start to think about what makes a great director. Who are some of the directors that you admire both inside your own organisation, and in other organizations as well?The starting point has to be, ‘What's my reason why?’ then work backward from what great looks like and think ‘What am I going to work on that's going to help me to move into that director role’, and make sure you get the right support to make that happen.Q: How relevant are qualifications, or are soft skills more important at that level?A: Bit of both, really. In terms of leadership, you are measured on your results, so it's not just what you know, it's more about what you do with what you know. I think what academic qualifications do, is give you some rigour in thinking, but it doesn't necessarily mean that you are going to be successful. One of the things you ought to be thinking about as a director is, ‘What is it I need to do and be to be successful now and in the future?’A challenge with a lot of qualifications is that they are often backward-looking. They’re research-based and based on what people did in the past. You've got to be really careful about which qualifications you go for. I think some people tend to just grab the MBA badge or whatever qualification it is, but for me, it's more about how you apply that knowledge.You want to be thinking,‘How do I learn and grow and develop a great way of operating so that I build that credibility and deliver results?’I wouldn't discourage anyone in completing a qualification if that's something that you feel would benefit you, but I think the key really is about developing your softer skills such as your influencing skills, your persuasion skills, and negotiating skills.One of the things we teach on our programmes is helping leaders to develop an authentic leadership brand. Look at your self-awareness and who you are, build on your strengths and create a leadership brand. If you can do that, that will certainly outweigh the qualifications.Q: What's the one piece of advice you would give to someone who is looking to progress into a director position?A: Be you. Be really comfortable with who you are.Don't fall into the trap of trying to copy someone who you admire and someone who has been successful in the business, because they've been successful in the past and what you've got to do is carve out your own way of doing it. I think that's probably my top tip - be authentic, be real, be courageous and confident enough to be able to bring your real self to work, because the more real you are, the more influencing power you have. Which means that people are more likely to trust you and are more likely to follow you and do great things.If you are looking to take that next step in your career or looking for a talented professional to join your business, get in touch with one of our specialist consultants today.

Advantages of Employee Ambassadorship for Your Company

​To what extent do you believe your employees would willingly and independently support your company? How invested do you think they are in the business beyond their salary and benefits? Employers use employee advocacy programs to strengthen relationships with employees and find answers to these questions.What is the difference between an employee benefits program and the ambassadorship program?An employee benefits program provides various perks to employees as part of their benefits package. These perks include gym memberships, health and life insurance, retirement plans, paid time off, and more.An employee ambassador program empowers employees to be brand advocates and representatives by recognizing them in various ways. This program motivates employees to promote the company's values, products, and services through social media, events, and community outreach.While both programs aim to enhance employee satisfaction and engagement, they differ in their focus and objectives.What does employee ambassadorship mean?Employee ambassadorship is when companies use staff members to promote their brand and improve their reputation. These selected employees have a genuine passion for promoting the positive aspects of the company.They typically do this through participation in events and engagement on social media platforms. Their goal is to encourage interaction and improve the company's reputation. Compensation for working beyond regular hours may include monetary rewards or additional privileges and benefits.An employee ambassador program is great for those who like social media, are creative, and feel comfortable online and offline. Ambassadors have the opportunity to showcase their unused skills, uncovering qualities that may contribute to their career progression.What's involved in employee ambassadorship?The initial stage involves identifying staff members who demonstrate a true enthusiasm for the organization and its values. Consider factors such as communication skills, leadership qualities, and a positive mindset.Give the project to HR. They will explain the program to staff and talk to potential candidates.Remember the importance of diversity and inclusion within your team. Having employee representatives from different backgrounds is crucial. Additionally, be prepared to provide support to those with specific needs or requirements.Employee screening: assessing online and offline activityCheck the person's social media to see if they would be a good online representative for your brand. Someone active on LinkedIn with a big network can create a lot of interest in your business. However, do not overlook individuals who are less active or have fewer connections. A well-placed post from them can be just as valuable as one shared in a busy stream of posts.If you believe someone would be better at representing the company in person, ask if they're interested in doing so. The goal is to select individuals who can truly represent the company using their unique strengths and personality.Provide training, establish guidelines, and offer incentivesEnsure that ambassadors receive comprehensive training on the company's background, values, and key messages. Equip them with effective communication skills and tools to represent the organization well in various situations. Conduct regular meetings to keep them updated on industry and company news. Maintain open communication with your internal communications/marketing team to avoid conflicting messages.Create opportunities for ambassadors to share their experiences and knowledge with both internal and external audiences. This can include internal newsletters, company recognition, industry events, social media platforms, and regular employee meetings. Encourage ambassadors to actively participate in relevant industry events and conferences.Recognize the efforts of ambassadors through appreciation programs and rewards. This motivates ambassadors and inspires other employees to aim for the role, creating a positive cycle of involvement.Implementing employee ambassadorship programsSeek support from upper management for the ambassadorship program. Managers and directors may need to involve themselves in or respond to ambassador actions, both online and offline. This creates a positive environment and highlights the importance of the program.Establish clear goals for the program, whether it's boosting employee morale, enhancing brand image, or increasing social media engagement. Develop metrics to measure the program's success and make necessary adjustments.Regularly gather feedback from ambassadors to adapt the program to the changing needs and challenges of the organization. Encourage input from employees regarding their thoughts on ambassadorship tasks and suggestions for improvement.Collaborate closely with the HR department to align the program with existing employee engagement efforts. HR teams can help manage the impact of additional ambassador tasks on employees' regular workload. The ambassadorship role should not negatively affect an employee's well-being. If at any point they are unable to handle their responsibilities, it should not harm their professional reputation.What are the long-term benefits for employers?Ambassadorship programs enhance company culture, improve the work environment, attract potential employees, and are cost-effective compared to other marketing strategies. They also provide the advantage of authenticity. Employee support is crucial for achieving company recognition, increased job applications, leadership in sustainability, or successful promotion of charitable events.If you want to attract employee advocates or join a progressive company, contact our expert consultants now.

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Enhance your recruitment approach with AI tools

​Unleashing the potential of AI in recruitmentArtificial intelligence (AI) is changing the recruitment industry and changing the way companies hire. Here are several ways in which AI can enhance the efficiency and effectiveness of the recruitment procedure:Automate repetitive tasksA significant benefit of using AI recruitment tools is their ability to automate repetitive tasks. These tasks could include sorting through resumes, scheduling interviews, and sending follow-up emails. AI simplifies tasks, giving recruiters and managers more time to focus on important parts of hiring.Streamline candidate screeningTraditional screening methods can be time-consuming and susceptible to human errors. AI has the ability to rapidly scrutinize numerous resumes and pinpoint the top applicants based on set standards. This not only accelerates the screening process but also guarantees that no potential candidate is overlooked.Gain valuable insightsAI can provide essential insights that assist recruiters and hiring managers in making informed decisions. Predictive analytics can forecast a candidate's job performance and compatibility with the company's culture. This will enable the hiring manager to determine if the job seeker is a suitable match for the organization.AI recruitment tools can also analyse a candidate's social media profiles to gain insights into their personality and values. This knowledge can help hiring professionals make more unbiased and data-driven hiring decisions. Discover more about social media screening.A creative application of AI in recruitment is the development of AI-driven interview questions. This technology utilizes machine learning algorithms to examine the provided criteria and generate relevant interview questions. The system considers the job title, skill set, and level of experience. It then formulates questions that effectively assess if a candidate is a good fit for the position.Introducing Reed's interview question generatorReed's interview question generator utilizes AI algorithms to produce interview questions, according to the specifications provided by the employer. It's an influential instrument.The instrument features a user-friendly interface, enabling employers to input job specifics and receive a set of questions. You can download the list as a Word document for your interview.Additionally, you can copy it to share with a coworker or include it in another document. This instrument is beneficial for recruitment managers in numerous ways. It assists recruitment managers in various ways.Employers can access Reed’s interview question generator online here.Tailoring your interview questionsFirst, enter the job title, seniority level (e.g. entry-level, middle management, board level), and industry for hiring. Then, select up to three soft skills that you want in your perfect candidate. Choices encompass skills such as emotional intelligence, creativity, business savvy, analytical reasoning, and more.In a matter of minutes, the tool will generate a set of tailor-made interview questions for candidates.With your questions drafted, you can rearrange the order, select different skills, regenerate the entire set, or lock your preferred questions and modify the rest.How does the tool adapt to different industries and job roles?This AI-driven interview tool allows businesses to tailor interview questions to their specific needs. The selection criteria include the job role, required skills, level of experience, and more. The tool uses these factors to create questions that match the job and the company's requirements.You can use the interview question generator for any job position. You can either select one from the provided list or input your own. It also covers 27 sectors, ranging from engineering and production to insurance and retirement plans.Reed's interview question generator can assist in evaluating candidates with pertinent questions. You can use it for recruitment in a tech startup or a manufacturing firm.Maximising hiring success with AI-generated questionsExpertly crafted interview questions are essential for evaluating a candidate's capabilities, experience, and fit for a role. Employers can now leverage our advanced interview question generator tool to assist them in making informed hiring decisions. Interview questions facilitate a deeper understanding of a candidate's abilities. They also promote a fair interview process, minimize bias, and elevate the standard of recruitment.This tool helps employers save time, improve candidate experience, and achieve better recruitment results. The interview question generator benefits specialized roles or industries that require specific skills or experiences. By generating tailored questions, the tool helps employers in assessing whether candidates possess the unique skills required.​​

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Sales interview questions: The 10 most common questions and how to answer them

Selling yourself is crucial in a sales role, particularly when responding to sales executive interview questions. Employers will expect you to pitch yourself as you would their products.At Reed, we have worked with thousands of candidates seeking sales careers, from beginners to experts in head of sales or sales and marketing director roles. Therefore, we have a good idea of the sales interview questions you are likely to encounter and how to respond to them.This blog post is also a valuable resource for sales talent acquisition managers who are looking for sales interview question ideas to identify the best candidates.Whether you are searching for sales manager interview questions, sales director interview questions, or sales executive interview questions, we have compiled our top 10 sales interview questions and provided guidance on how to answer them.Sales interview questions and answersWhat do you know about our company?This is the most frequent question in a sales interview. The interviewer wants to assess if candidates have researched and understood their organization prior to the interview.What kind of answers should candidates give?Candidates need to be prepared to answer interview questions. If a candidate is not able to answer such questions, it may give the impression of being unprepared for making sales calls.To answer this question successfully, it is essential to do research and prepare. One should examine the company website of the business they are applying to and look at their social media presence, including platforms such as Facebook, Twitter, Instagram, and LinkedIn. It is important to note that if the company has a B2B focus, LinkedIn will likely be a valuable tool.What kind of responses should you look for as an employer?You should look for candidates who have a good understanding of your business, what drives it, and how it aligns with their values.Ideally, candidates should provide examples of their research, mention sales leaders, refer to their LinkedIn posts, and explain how their values align with your company's culture. Additionally, they could suggest ways to enhance product sales directly to customers through social media.When responding to sales interview questions, candidates should be well-informed about your company and offer constructive suggestions based on their research.How do you feel about making cold calls?This is an important question because cold calling is a critical skill for the job, especially for sales advisor positions. The interviewer will want to know about your experience, confidence, and personality. It's essential to be clear and concise in your response and to highlight your strengths in these areas.What kind of responses should candidates give?When you're asked this sales interview question, you need to demonstrate that you're sociable and comfortable starting a conversation. It can be advantageous to provide examples of when you've done this successfully in the past.Additionally, you can emphasize that even though the outcome of a cold call can be unpredictable, researching the person and business you're reaching out to can make a significant difference.What responses should you look for as an employer?Employers should look for candidates who can confidently, amiably and optimistically respond to a particular question. The ideal answer to the question should always be "yes," even if the task is new to the candidate. The interview serves as the candidate's opportunity to showcase their skills and sell themselves to the employer.What are your strengths as a sales representative?One of the key questions to ask during a sales interview is about the candidate's strengths as a sales representative. It provides the interviewee with an opportunity to highlight their past accomplishments and how they can be applied to the new role. This question can help to identify the main aspects of their experience that align with the requirements of the position.What kind of responses should candidates give?During a sales interview, candidates should not only highlight their past accomplishments but also talk about the skills and traits that helped them achieve their goals.For instance, if you succeeded in reaching your targets by making hundreds of cold calls per day, then you should mention this as a testament to your work ethic.Similarly, if you designed an effective email campaign to target specific people, this interview question provides an opportunity for you to explain how you did it and how your strategies could benefit your potential employer.What responses should you look for as an employer?To look for candidates who can confidently promote themselves and provide specific examples of how they have excelled in their previous roles is crucial. During the interview process, candidates should express their passion for problem-solving, their ability to empathize with potential customers, and their expertise in closing deals.It is important to understand that a candidate's past experience can be a good indicator of their future performance. As a hiring manager, asking sales interview questions can help you assess the candidate's approach to meeting your organization's sales targets.What drives you?When it comes to questions to ask in a sales interview, hiring managers are interested in understanding what motivates a candidate to work in sales and what specifically excites them about the job and the company.What kind of responses should candidates give?Candidates who aspire to join a particular company should try to align their responses to the company's goals. While salary and bonus are significant motivational factors, it is essential to expand the answer beyond that.To ace sales interview questions, candidates should emphasize their ability to exceed their quotas and strive to improve their personal best results.What responses should you look for as an employer?As an employer, it is important to identify candidates who are enthusiastic and driven. When asking this question, you need to make sure that the interviewees are being truthful and genuine.Candidates should be able to identify two to four things that are important to them in a work environment, which should not primarily be about money. Instead, they should talk about topics such as their career goals, diversity, company culture, work environment, targets, personal motivators, and teammates.By doing so, you can gain valuable insights into their values and what drives them, which can help you make informed hiring decisions.What are you looking for in your next job?This question is similar to the ones asked in other job interviews and is aimed at evaluating if you have the qualities required for the position. It is a crucial question for sales positions such as a sales executive or sales advisor.What kind of responses should candidates give?In this scenario, candidates should use their knowledge of the company's culture, management style, and tools to provide an appropriate response. It is also advisable to address the hiring company's standards, goals, and work environment in your answer. Consider incorporating your personal interests to showcase your enthusiasm for the role.What responses should you look for as an employer?The responses you get should be clear and concise, indicating the candidate's specific goals, such as better job satisfaction, more learning opportunities, or a collaborative team environment.Based on their answers, you can evaluate whether they are a good fit for your organization and how they can contribute to your team's growth.It is essential to pay close attention to the interviewee's responses to make an informed decision.What do you dislike about sales?This question is designed to test the candidate's critical thinking abilities. Other common questions asked in sales interviews include describing weaknesses and sharing examples of conflict resolution in the workplace.These questions aim to assess the candidate's communication and problem-solving skills.What kind of responses should candidates give?Anyone who is asked a sales interview question about what they dislike in sales should be honest and candid in their answer – but be sure to balance the negatives by talking about what you enjoy about the job.There are positives and negatives in every role and field, so being honest is important, but this is another chance to talk about why you applied for the position.What responses should you look for as an employer?It's a well-known fact that sales can be a high-pressure industry, and this is a typical response to this question. However, it's essential to look for candidates who can cope well with pressure.When asked about their opinion on sales, the ideal candidate should discuss both the positive and negative aspects. Although they may mention their negative experience, they should offset it with more positives. If someone tells you that they don't like the sector, they may want to consider changing their career path.What are you seeking in your next role?This question aims to evaluate a candidate's proactive attitude and growth mindset, as hiring managers seek people who can contribute to their team.What kind of responses should candidates give?When answering this sales interview question, it's crucial not to spend too much time discussing the negatives of your current job. Instead, concentrate on the experience and skills you've gained and how you're looking forward to using them to progress in your career.What responses should you look for as an employer?Focus on the opportunity at hand and what they can bring to the role is important to the interviewee. Hiring managers want to hear about how candidates can benefit the company and how the role can offer them a new challenge or adventure. The interviewee should highlight how they can apply the skills they have acquired in their previous role to achieve goals for the potential new one.As an interviewer, you should be attentive to the interviewee's response and look for any signs of trouble in their previous position. If they are leaving their current job because of a bad relationship with their manager or because of a pay issue, it is important to explore these reasons further to ensure they will be happy working as part of your team.In addition, the interviewee should provide insight into what attracted them to your company and job role. This information can help you evaluate the effectiveness of your talent acquisition strategy.Tell me about a time you achieved or were proud of yourself?This is a classic asked question in sales job interviews as it helps the interviewer gauge your motivation to succeed and also gives them an insight into your greatest achievements.What kind of responses should candidates give?Candidates should follow a structured approach to answer about problem-solving skills.They should start by describing the situation they faced and the challenges they encountered. Then, they should explain what they were assigned to do and what their goals were. Next, they should discuss the specific actions they took to address the problem, and provide a rationale for each step. Finally, it is crucial to describe the outcome of their actions and the impact they had on the situation.To make sure the answer is clear and effective, it is important to take a step-by-step approach and provide detailed explanations throughout the response.What responses should you look for as an employer?As a hiring manager, it's important to look for instances where a candidate demonstrated determination and reaped rewards as a result of their actions. If the interviewee can back up their responses with data, it will greatly enhance the quality of their answers.How would your coworkers describe you?This sales interview question assesses a candidate's self-awareness and cultural fit with the organization.What kind of responses should candidates give?You can talk about how your colleagues often praise your perseverance or how goal-driven you are. Additionally, emphasize how you enjoy working with your team and collaborating with others, and that you thrive in a positive and friendly work environment. Remember to double-check for any spelling, grammar, or punctuation errors before submitting your answer.What responses should you look for as an employer?For this question, employers will want to hear how someone will adapt to their culture, and how they can adjust to the environment around them. Being part of a team and getting along with other team members is essential.How did you close your biggest sale?It's highly probable that you will face this question, whether you're asking interview questions for sales executives, sales directors, or sales managers. This is a great chance for candidates to showcase their skills and explain how their previous work has resulted in measurable achievements.What kind of responses should candidates give?To answer this question effectively, you could share a story about how you successfully assisted a customer who was hesitant to make a purchase and explain the methods you used to persuade them to do so.What responses should you expect as an employer?It is important to ask for a specific instance of success that is backed up by data and information on how the outcome was achieved. This question provides a valuable opportunity to gain insight into the candidate's skills and knowledge.Reed has a successful track record in finding sales professionals who enhance company performance. Our specialists also have the experience and expertise to help those sales professionals advance their careers. Contact us today.​

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​Interview questions to ask candidates - and what their answers mean

A good interview should be planned using a mix of different question types. They should always be adapted to the specific qualities you’d like a candidate to show relevant to a particular role. These questions should give you insight into their strengths, weaknesses and how well they will fit into the team. Here is a selection of the main types of questions to ask when interviewing.The standard competency questionThese are the most common type of questions to ask when interviewing, and will usually start with the phrase along the lines of “can you give me an example of when you…”. They can be adjusted to suit whichever skills you’d like the candidate to tell you about, for example, delivering excellent customer service, resolving a conflict or influencing a senior stakeholder.Competency style questions are good for when you want to find out about specific competencies or skills the candidate has, and how they have used them to resolve previous situations. Good candidates will often plan responses to these, and should give clear, thought-through examples.Look for evidence in their answers that they can give you a clear situation, the task at hand, the action they personally took, and the (positive) result of that action - the STAR method.The follow-up questionFollow-up questions allow you to get more detail, and look beyond the glossy prepared answer, which, although sounding impressive, may cover up a lack of detail or personal involvement. Asking good follow-up questions allows the candidate to engage on a higher level, and have to think on the spot a bit more, as they might not be as prepared for one of these.The curveball questionIf you really want to test a candidate’s ability to think on their feet, throw in a curve-ball or two. These can be completely unrelated to the job, but may be an extension of something on their CV or relate to current affairs that you’d like them to comment on or explain to you. It will test their decision-making under pressure, and the ability to articulate an unprepared response, which can be very important in some jobs.The hypothetical situation questionSome love and some hate these, but they can be seen as a very good example of testing rational thought and logical reasoning quite quickly. Such questions are normally along the lines of asking the candidate to imagine they are in a certain situation, and then asking them to make a decision, based on information and parameters provided.The “describe yourself” questionThese can come in many forms, and you can ask candidates to imagine what their previous boss or co-workers would say about them, or just to sum themselves up in a few words. This will show whether a candidate can empathise with another person’s point of view and express it, or their ability to give a succinct answer when only a few words are required.​​

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Seven types of interview bias and how to avoid them

​We might want to think that our choices are logical and that we have complete control over them – but the reality is that we are always affected by cognitive biases.What are biases?The brain cannot properly assess every new piece of information it encounters, so it’s designed to make quick decisions about people, situations, and objects. While these mental shortcuts are a necessary survival skill, making fast decisions without careful evaluation can be a bad thing and lead to opinions that are unfairly biased.Types of interview biasesWhen it comes to doing interviews, you can do your best to be objective, but biases can creep in. That’s why it’s so crucial to be aware of the different types so you can identify and actively avoid them. Here are seven different types of common interview biases:StereotypingA stereotype is a simplified opinion about a specific group of people, based on a fixed set of characteristics that we think are typical of that group.It is a serious problem in interviews, as the interviewer can make a judgement about a candidate that is not based on their skills or ability but on an initial stereotype.Gender and racial biasGender or racial bias is when the interviewer has a belief about a certain gender or race, thinking that the job is not appropriate for someone of that gender or race.Interviewers should never let gender or racial bias affect their hiring decisions, not only from an ethical standpoint, but they may also face legal consequences for discrimination.Confirmation biasConfirmation bias is where the interviewer may ask questions or make suggestive statements that prompt the interviewee to confirm what they believe they already know about them, based on their CV or application.It also relates to how people pay more attention to information that supports their existing beliefs, prefer to interact with people who have similar views, and are unwilling to listen to different opinions.It’s important to be aware of this bias - if people are being hired because they have the same views as their line managers, it can hinder growth and innovation across the business.Recency biasRecency bias is when an interviewer tends to remember and favour applicants that were interviewed more recently.You may have interviewed many candidates in any given day and each one can seem to blend with the next. This is when you may fall victim to recency bias and subconsciously favour candidates towards the end of the interview process. The problem is that the best person for the job could be someone you interviewed right at the beginning of the day or halfway through.Similarity biasAlso known as affinity bias, similarity bias is when an interviewer makes hiring decisions based on similar physical attributes or shared interests that are either discussed during the interview, or shown on a candidate’s CV.For example, an interviewer may ask the potential employee if they had a good weekend, and the interviewee could reply with something like: “I did thank you, I went for a hike with my dog”. If the interviewer is also a fan of hiking and dog owning, then whether intentional or not, the interviewer will view the candidate more positively, even before any skills or work-related information has been obtained.Halo biasThe halo bias is when one positive characteristic dominates all others. For example, if the person interviewing sees that the applicant went to a prestigious university on their CV or had previously worked for a very well-known brand that they admire, they may focus on that and ignore negative traits.Horn biasContrary to the halo bias, the horn bias is when a negative characteristic dominates all the positive skills and abilities. For example, a candidate may have made a spelling mistake on their CV and the interviewer can’t forget about it, giving too much weight to the error and ignoring the many positive qualities they have.How to avoid bias when interviewingKeep interviews uniformAsk every candidate the same questions – ensuring they are relevant to the skills and abilities of the interviewee - and document their answers correctly. Taking notes as you go will prevent opinions and bias from sneaking in.Provide training to interviewersAll interviewers should receive training in diversity and inclusion and learn how to identify and avoid their own unconscious biases. This will provide a more equitable system for all potential employees and help hiring managers discover their own hidden biases.Have a diverse group of interviewersIf there are multiple interview stages or you are using a group of interviewers, make sure the group is diverse to allow for a more balanced decision to be made. Each interviewer will have different biases, so together the bias is lowered.Limit personal chatsSome small talk is necessary when greeting an interviewee but keep it brief. Engaging in personal chats can lead to similarity bias.Use a standard scoring systemCreate a standard scoring system and apply this to all interviews. Referring to this later will ensure each candidate is assessed fairly and on an equal basis.Record and re-play remote interviewsIf you are doing remote interviews, record them (with the candidate’s consent) and re-play them in a different order to avoid recency bias.​​​