How can you encourage candidates to reflect on their past experiences in interviews?

The STAR method is so powerful in prompting candidates to share specific examples of both achievements and challenges. Try asking questions that require candidates to delve into the Situation, Task, Action, and Result of their experiences. This structured approach is great at fostering a deeper and more insightful conversation during the interview.

While the STAR framework is popular and effective in its own way for candidates to organize their answers to interview questions, it doesn't necessarily prompt them to share their insights and learnings from their past experiences as they are reminded to talk about the actions and outcomes. An easy way to encourage a candidate to reflect on a past experience would be to ask them an immediate follow-up question on their insights. I usually like to ask if they learned anything from the situation or outcome they just described, or if they'd do things differently now that they've had distance from the event, and why they feel that way. It's a subtle way to help shift the conversation to take more of a reflective tone.

Many hiring teams expect job seekers to use the STAR method when reflecting on their past experiences, and while the STAR method is a great framework, expecting a job seeker to use the STAR method without communicating to them that you prefer that framework is a game of "read my mind" and tends to erroneously favor "professional interviewers" over candidates that are actually the right fit for your role. The industry best practice is clear transparent communication. Take a moment to explain the STAR method framework to your interviewees and share with them that you would like them to reflect on their previous work experience using that framework. Utilizing transparent communication will ensure an equitable process that reduces bias.

Be careful with feedback - are you actually giving real feedback that is concrete that is true and helpful?Sometimes your feedback is very personal and may not actually help anyone by expressing or diving into it. Assess your own feedback , and then deliver it in a neutral positive way with a solution to help that individual and make sure to be 100% that the feedback will help them. One example, is if you know the next hiring manager interviewing is in a rush and the candidate typically gives long answers, explain to the candidate to be concise and to the point. Quickly, we can see if the candidate can adapt based on the person they are talking to and give them the best chances in the world with the next interviewer to move forward.

Everything should start with a recruiter's first call and be followed by the rest of the team. All company representatives should act not like judges on TV shows but like humans first of all. Have a small talk before the main part to make a candidate relaxed and comfortable, if you have something in common - try to hint at that, if the candidate is obviously nervous try to describe the plan of the meeting or share possible topics in advance.

Studies show that creating an environment of psychological safety in an interview promotes genuine communication and conversation. Interviews can inherently be stressful. When people are in a state of stress they are less likely to think creatively. Stressful interview environments unconsciously bias the process in favor of extroverts or others who cognitively think clearer in environments of stress. Since this interview environment will be different from the on job environment this type of bias is likely to yield poor hiring results. Create an environment of psychological safety in your interviews to create an equitable hiring process that yields the best hires.

Creating safe and friendly environment is of prime importance to bring out natural response from candidate. so start with some common ice breaking sentences.

Como profissionais da área, devemos considerar a importancia de avaliar n?o apenas os sucessos, mas também as li??es aprendidas com desafios anteriores. Explorar perguntas específicas ou estruturadas e por competência que incentivem as reflex?es mais profundas sobre o desenvolvimento profissional. Ao incorporar essas práticas, n?o apenas obtemos uma compreens?o mais completa das experiências passadas dos candidatos, mas também promovemos um diálogo aberto e construtivo durante o processo de sele??o.