Voici comment vous pouvez naviguer dans les erreurs les plus courantes commises par les dirigeants pendant le processus d’entretien.

First of all, companies need to actually know what their culture is. The word gets bandied around a lot & it's losing value. Companies with 100% remote working policies (where teams have never met in person despite working together for years) can find it tricky to hire the right "cultural fit". Asking questions like "From a professional & personal point of view, what did your line Manager say about you in your last appraisal?" or "talk to me about the results of your last few 360 reviews?" can shed a lot of light on cultural fit.

Minha contribuição hoje será em relação ao CANDIDATE PERSONA que, através de um formulário estruturado mapeia-se o candidato ideal em suas habilidades, competências, expectativas, metas, desafios, de acordo com os relatos da equipe, em suas atribuições. Alguns líderes acabam não mapeando as reais necessidades do cargo e equipe e projetam um perfil de candidato que não condiz com a realidade do cargo e departamento o que leva à não adaptação e retrabalhos nos processos.

Don't just hire skills, hire fit! The biggest interview mistake leaders make is overlooking cultural fit. Sure, skills are important, but will this person mesh with your team? How? Ask behavioral questions to see if their values and work style align with yours. The right fit creates a happy, productive team!

Minha contribuição hoje será em homenagem as mães! Infelizmente é comum ainda que recrutadores se apeguem a perguntas sobre a maternidade. Isso acaba invalidando o currículo da mulher que está concorrendo a vaga. Deste modo sugiro que se apeguem apenas nas qualificações, nos estudos, experiências e habilidades interpessoais.

Navigating common interview mistakes is crucial for leaders to ensure they attract and retain top talent. Ignoring Cultural Fit, Ignoring Diversity and Inclusion, Communication, Rushing Process, Unstructured Interviews, By addressing these common interview mistakes, leaders can improve the quality of their hiring decisions and build teams. Making hasty decisions without thoroughly evaluating candidates can lead to hiring the wrong person. Conduct multiple interviews, references, and involve key stakeholders in the decision-making process. Interviews are not just an opportunity for candidates to impress the employer. Highlight the organization's mission, values, career development opportunities, and workplace culture to attract top talent.

I often suggest to hiring managers, if they can't say "Yes" without a doubt regarding moving forward with a candidate, then it is best to continue looking. Another suggestion if there is any doubt, is having a peer or team member to interview to get a second opinion on a candidates fit. Urgency is understandable but taking your time can lead to a better hire.

We are taught that leaders must make quick decisions. I’ve learned that quick decisions are not always best. Not only should some decisions come slowly, but sometimes no decision is the best step forward. If there’s not a candidate on your list that matches your needs, it’s ok to move forward without picking one. I’ve gone back before without a selection and recommended that we make no selection and post the vacancy again. I know that every employee helps, but the wrong help can cause more harm than good to a team.

Se atentem em cada informação transferida pelo candidato, sem pressa, entendo que algumas vagas são urgentes, porém, é necessário que toda duvida seja sanada. De nada adianta contratar as pressas, escolher um profissional que não era adequado a vaga, e precisar reiniciar o processo todo novamente.

Biases can play a huge part in the hiring process, if you are not aware of yours (and we all have them). A common one that's often overlooked is affinity bias - which means being more positive about candidates who are like you. It can manifest itself in subtle ways - are you more favourable to candidates who went to the same university as you, support the same sports team, or have the same hobbies? Whilst it's human to build rapport over shared passions, remember you are hiring a new team member, not a friend. Be aware of your bias, and hold yourself to account, so you don't give people an easier ride because you have something in common with them. Assess everyone consistently against your job criteria and make data-driven decisions.

Acredito que a maneira mais justa de contratação de um funcionário, ou no caso avaliação de um candidato, é se atentar apenas no currículo, no desenvolvimento do recrutamento. Uma boa dica, é agendar uma breve entrevista por telefone, sem imagem, às cegas pode te deixar mais atento e te desviar do julgamento não tendencioso. Evite perguntas sobre maternidade, casamento, orientação sexual, seu foco é no que aquela pessoa pode te oferecer, e não quem ela é.

It may sound simple, but a common mistake in the hiring process is not having a clear framework for assessing candidates. Start by mapping out the skills, experience and attributes you're looking for - and a rubric for how you'll measure those. These should inform the questions you ask, but should also be the criteria you come back to when reviewing your interview notes. Assess candidates individually against your framework - not against each other. Don't consult with other interviewers until you've recorded your own thoughts to avoid group-think. Staying true to your requirements will help you make objective decisions.