Coaching & Workshops
Unstructured interviews mostly measure how much the interviewer likes the candidate. This session gives your hiring managers a consistent process that predicts performance better and holds up if a hiring decision is ever questioned.
Why it matters
Left to themselves, interviewers ask different questions, weigh answers differently, and decide early. What gets measured is rapport, which correlates with similarity rather than with performance. Everyone believes they are a good judge of people, which is the reason the problem persists.
It is also a consistency risk. If two candidates for the same role were asked different questions and assessed against no defined standard, you have no real basis for the decision and nothing to point to if it is challenged.
What the session covers
In the room
What the role genuinely requires, separated from what is merely familiar or comfortable.
Behavioral questions that get a real example rather than a rehearsed answer, plus how to probe.
A debrief format that surfaces disagreement instead of converging on whoever spoke first.
Signs you need this
Everyone believes they are an excellent judge of people. The research disagrees, consistently, and that gap is the whole reason structure works.
If two or three of these are true you are past the point where it resolves on its own. None of them are unusual, and all of them are cheaper to fix than to wait out.
Sound familiar
Afterward
Agreed before anyone is interviewed, which is where most of the improvement comes from.
Same questions, same scoring, so a debrief compares evidence rather than impressions.
Counterintuitive, but structure shortens them considerably because the disagreement is about specifics.
How it runs
Everyone who interviews, ideally a whole hiring panel together, since consistency is the entire point.
Sessions run on site or virtually, and they are built around situations attendees bring rather than case studies from a textbook. You get a fixed fee before we start, and the person who scopes it is the person who delivers it.
Practicalities
Questions
Anyone who interviews. It works best when everyone on a hiring panel attends together, since consistency is the point.
No. Consistency helps defensibility, but anything on lawful questions or accommodations should be reviewed with your employment counsel.
Slightly at the start, then it speeds up, because debriefs get shorter when everyone assessed the same things.
Half a day, including building a scorecard for a role you are actually hiring.
Yes. Attendees leave with a usable scorecard and question set for a real open role.
We flag the common traps, and anything specific to your jurisdiction or an accommodation request should be reviewed with your employment counsel.
More often if they built it themselves, which is why attendees leave with one for a role they are genuinely hiring rather than a template.
Yes, and the return is larger, because inconsistency compounds with volume.
Related
First-time managers usually inherit hiring with no training at all.
New Managers Workshop →Know what the role should pay before you make an offer.
Compensation Benchmarking →Hiring well is only half the job. Landing them is the other half.
New-Leader Assimilation →Senior-led, delivered by the person you meet
Tell us what you are hiring for and we will scope a session. No obligation, and we will say if one of the others fits better.
Tell us what is going on