May 18, 2009

Wise words from Meredith Belbin:

"An organisation is as good as the people in it. A job may be pitched to attract a very large response or may be so prescriptive that only a few individuals ever apply. Ideally, the aim is to draw in a good field of candidates, so offering choice. Here the best policy is to identify the key demands of the job rather than the (supposedly) ideal qualifications.

In due course potential players will be invited for interview and managers as interviewers commonly fall into three categories.

One set endeavours to make a personal impression on candidates: “In this organisation we promote on the basis of merit. When I first started I had a run-of-the-mill job but I made something of it. Working hard and showing enterprise I soon got noticed and look where I am now”.

A second set is out to impress candidates that this organisation is the leader in its field: “We aim to be the best and we are not frightened of competition. Our reputation speaks for itself. Those who leave us often see they’ve made a mistake. Some of our employees have been with us for years…”

A third set of managers opts for the silent approach to interviews. The interviewee does most of the talking, not the manager: “So you tell me what you think you‘ve got to offer. What appeals to you most in a job? Is there any work you would tend to avoid? What sort of people do you like to work with?”

This third set is the most likely to make good appointments because more relevant information is gained – information that can be discussed with others. The talkative manager is too easily impressed by good listeners. But fluent talking and good listening rarely combine well.

One useful tip for spotting good candidates is to use the occasion to enable others to meet interviewees, not at the same time (where one interviewer influences another) but separately. Even a brief encounter can yield something of note for different interviewers see different things. There is always a risk that those who interview well will perform badly. The opposite risk is also present: shy interviewees can shine once they start work. On the whole, one needs to be wary of very confident interviewees and any claims they make need to be cross-checked."

Further information

Jo Keeler at jo@belbin.com
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