Why Traditional Interviews Are Unreliable

Welcome to the July 5, 2006 of The Total View
published by Success Performance Solutions, Written by Ira S. Wolfe

Subscribe to The Total View, available on the HR Blog

What’s Inside:

     1.  Four for the Fourth

     2.  Perfect Labor Storm Alerts #549 to #550

     3.  Interview Questions You Can and Can’t Ask

     4.  Quotes from Hire Authorities

     5.  Leadership Clues for Self-Development and Managers

1.   Four for the Fourth

A.  Why Traditional Interviews Are Unreliable

Why do people hired by the same methods, doing the same job, and
managed by the same person perform so differently? Dependency
on the traditional interview is a prime reason. Traditional interviews
are historically and scientifically poor predictors of success on the job. Why?

> Bias of the interviewer(s). No two interviewers assess the candidate’s
responses the same way.
> Candidate’s responses are affected by the environment in
which they are interviewed and by the rapport established with
the interviewer.
> Many questions don’t accurately measure what you want them
to measure.
> The responses sound and feel good but they aren’t predictive of
job success.

B.  You can fool all the people some of the time.

At least half of all new hires in US businesses don’t work out.
Source: Fortune Magazine, February 7, 2000.

30% of business failures are due to poor hiring practices.
Source: Department of Commerce

C.  How to Hire with More Accuracy for Less Cost

Assuming a cost per hire = $7500, the real cost to hire the right employee based on the type of interview conducted.

Traditional Interview

% of right hire successes = 14%; Real cost adjusted for mis-hires = $53,571

Team Interview

% of right hire successes = 35%; Real cost adjusted for mis-hires = $21,429

Behavioral Interview

% of right hire successes = 55%; Real cost adjusted for mis-hires = $13,636

Source: The Tax Advisor, September 1996

D.  A manager who hires a person without a natural match and thinks he can overcome the new hire’s shortcomings with training might as well be trying to train a rabbit to swim or a fish to fly rather than hire a fish and a bird in the first place.
2. Perfect Labor Storm Alerts #549 to #550

Fact #549: 14.1% of employees lied about their education on their resumes in 2005.  (Source: InfoLink Screening Services)

Fact #550:  One out of every four agricultural jobs is held by an illegal immigrant; 17 percent of all office and house cleaning positions, 14 percent of construction jobs, and 12 percent of food preparation workers also are held by undocumented workers.  (Source: Pew Hispanic Center, 2006)

Don’t be caught in storm without all the facts. "The Perfect Labor Storm Fact Book: Why Worker Shortages Won’t Go Away" is a must-read leading edge forecast that predicts workforce trends for decades to come. Order your copy today – Only $7.95 at http://https://www.perfectlaborstorm.com

Don’t miss day-to-day updates on Perfect Labor Storm. Save the Perfect Labor Storm blog to your favorites:

3.  Interview Questions You Can and Can’t Ask

Free Download:

4. Quotes from Hire Authorities

Like everyone else, I’ve got the same trucks.  Like Everyone else, I’ve got the same potatoes.  Like everyone else, I’ve got the same machinery.  The only thing I can have different is better people.
Herman Lay, founder of the H.W. Lay Company, later to become Frito-Lay

5.  Leadership Clues for Self-Development and Managers

Leadership Identifier is typically used by management to look at internal employees and how their core traits fit within a typical leadership role. The report shows a "Good", "Ok" or "Poor" fit for each of the individual’s traits as compared to general leadership traits.

Leadership Self Development is designed to be used by an individual who wants to explore their own core personality traits and how they affect their leadership style. The report provides tips as to how the individual can develop themselves in a leadership role.

LeadershipClues reports will tell you how an individual’s personality traits will affect:
Win-Win Team Approach
Decision Making
Feedback and Follow-up
Handling Confrontational Situation
Motivating Others
Problem Solving
Planning and Organizing
Making Presentations
Handling Change

View a sample Leadership Clues report:

View a sample Leadership Identifier report:

Ira S. Wolfe Copyright 2006 – All Rights Reserved. Reprints and other distribution by permission only.


Ira S Wolfe