The problem with most interviews...is the interviewer!

I'm not sure if it's reassuring or concerning  to tell candidates that most interviews are adversely impacted by the skills, talent and preparation of the interviewer...but it's true and so I will...

Recruitment Skills are still not universally recognised by companies, training departments and individuals as a core management competency.  I know this because I offer training courses for both new and experienced managers and convincing the decision maker that the investment is worthwhile is always a tough ask. Thankfully when they do accept that it is crucial and they invite me in to help they see results and ask me back.

However two questions remain what are the reasons for the resistance and what are the potential related consequences of an under-skilled and under-informed management team being involved in recruitment?

1. What are the reasons for resistance against Recruitment Skills training?

I think there are a host of reasons but the ones I have managed to identify and sometimes neutralise are;
a) I didn't have any training and I did alright
b) I trust my gut instinct on these things
c) You become a skilled recruiter by recruiting
d) You don't know our business so how can you know what we want?
e) It is a cost that we do not need - more important things to spend our training budget on
f) All of our managers have been here a long time and have the skills needed
g) We are not recruiting at the moment
h) We have a set of questions we always ask and they seem to work ok
etc

2. What are the consequences of the above?

I'm not sure that many managers actually think about consequences in recruitment beyond getting someone to replace someone - but there are many knock on effects:
a) A poor recruitment process is a negative brand experience - that can and will damage business
b) Competency based interviews work - gut instinct is a fallacy and likely to be wrong - gut's are not brains 
c)  New managers need support before they start recruiting - it is a daunting experience
d) Length of service does not have any relationship with ability to recruit in fact without training / refresher courses quite the opposite
e) Recruitment is always a key management topic even when you are fully staffed - fail to grasp this and you are exposed 
f) Turnover and tenure are key indicators of recruitment success and even then people staying for too long can be a negative
g) Recruitment ability is an investment in the business not just the staff
h) Each role needs bespoke questions and a unique process

I will continue to fight the good fight and argue the case for Recruitment Skills Training - because every business is only as good as the people it brings in and keeps - recruiting managers decide that and without the tools, knowledge and awareness they are a liability.

Don't even start me on discrimination.....

Paul Goring
20/8/2014