During an interview: Are you testing candidates' knowledge or demonstrating your own?

During an interview: Are you testing candidates' knowledge or demonstrating your own?

The interview is an important step in picking the proper talent, but it also acts as a reflection of the interviewer's approach, culture, and maturity. A common, however subtle, dilemma is whether you, as an interviewer, are judging the candidate's knowledge or mistakenly exploiting the occasion to demonstrate your own experience. This is an increasingly important topic in today's workplace, as recruitment dynamics and workplace expectations evolve.

The essence of interviews, the dangers of ego-driven questioning, and techniques to keep the focus on assessing the candidate efficiently are all covered in this article.

Understanding the Purpose of an Interview

An interview is more than just a question-and-answer session; it is a mutual exploration. While the interviewer assesses the candidate’s fit for the role, the candidate evaluates the company culture, role expectations, and growth opportunities. Ideally, the interaction should:

1. Measure Suitability: Determine if the candidate possesses the skills, knowledge, and temperament for the role.
2. Showcase Company Values: Reflect the organization’s professionalism and respect for potential employees.
3. Promote two-way communication: Encourage a balanced exchange of information, allowing both parties to make informed decisions.

When interviewers misuse the platform to assert dominance or display their knowledge, they risk derailing this purpose and alienating potentially great candidates.

Ego-Driven Interviewing: Signs and Risks

When interviewers prioritize demonstrating their own knowledge, the process often shifts from assessment to performance. This behavior may not always be intentional but can manifest in various ways:

Signs of Ego-Driven Interviewing

1. Overly Complex Questions: Asking questions that are irrelevant or excessively technical is often more suited to showcasing the interviewer’s expertise than gauging the candidate’s abilities.
2. Interrupting Responses: Cutting candidates off mid-answer to correct them or elaborate unnecessarily.
3. Focusing on Flaws: Zeroing in on minor mistakes to challenge or undermine the candidate.
4. Lack of Active Listening: paying little attention to the candidate’s responses while formulating the next “impressive” statement or question.
5. Excessive Monologuing: Using the interview to lecture about personal achievements or industry knowledge, leaving little room for the candidate to engage.

Risks of Such Behavior

1. Alienating Talent: Candidates may perceive the organization as disrespectful or overly hierarchical, leading them to withdraw or decline an offer.
2. Missing the Best Fit: The focus on showing off might lead to overlooking critical skills or qualities in the candidate.
3. Damaged Reputation: Word-of-mouth or online reviews about poor interview experiences can harm the company’s employer branding.
4. Loss of Diverse Perspectives: Ego-driven interviews often favor candidates who mimic the interviewer’s mindset, limiting diversity in thought and approach.

The Right Approach: A Candidate-Centric Interview

To counteract the tendency to overshadow the interview with personal expertise, interviewers must adopt a candidate-centric approach. Here’s how:

1. Preparation is Key

Before the interview, clearly define the role’s requirements and the qualities you seek in a candidate. Create a structured framework that includes:

• Core Competencies: Identify skills and knowledge essential for the role.
• Behavioral Traits: List characteristics such as teamwork, problem-solving, or adaptability.
• Key Questions: Prepare questions designed to assess these competencies and traits.

By focusing on a predefined framework, interviewers can avoid tangents and irrelevant questioning.

2. Build a Comfortable Environment

Candidates perform their best in a supportive and welcoming environment. Start by:

• Greeting them warmly.
• Outlining the interview structure.
• Reassuring them that it’s okay to take their time or ask clarifying questions.

This approach sets the tone for a conversation, not an interrogation.

3. Ask Open-Ended Questions

Instead of testing rote memorization or obscure technicalities, focus on questions that reveal critical thinking and real-world problem-solving skills. Examples include:

• “Can you describe a challenging project you worked on and how you overcame obstacles?”
• “What strategies would you use to handle [specific scenario]?”
• “How do you prioritize tasks when faced with tight deadlines?”

Such questions allow candidates to showcase their experience and approach while providing insights into their thought processes.

4. Practice Active Listening

Active listening demonstrates respect and encourages meaningful dialogue. Techniques include:

• Allowing candidates to complete their responses without interruption.
• Acknowledging their points with nods or verbal affirmations.
• Asking follow-up questions that delve deeper into their experiences or perspectives.

This shows candidates that their input is valued and helps uncover nuances that structured questions might miss.

5. Evaluate; Don’t Dominate

Remember, an interview is not a debate. Even if a candidate’s answer is incorrect or incomplete, use it as an opportunity to explore their reasoning rather than asserting superiority. For instance:

• Instead of saying, “That’s wrong,” try, “That’s an interesting perspective. Can you elaborate further?”
• This approach keeps the conversation constructive and reveals how candidates handle feedback.

Balancing Knowledge Sharing and Assessment

There’s a fine line between showcasing organizational expertise and overshadowing the candidate’s input. Here’s how to strike the right balance:

1. Share Context, Not Lectures

Providing context about the company, role, or industry is important, but it should be concise and relevant. Instead of delivering a monologue, relate your insights to the candidate’s background:

• “I noticed you worked on X. Here at our company, we approach it by doing Y. How would you adapt to that?”

This invites collaboration rather than comparison.

2. Use Examples Strategically

When candidates ask about challenges or growth opportunities, share examples that inspire rather than intimidate:

• “One challenge we faced was Z. It’s a great learning opportunity for someone with your skills. How would you tackle it?”

This demonstrates your knowledge while positioning the candidate as a problem-solver.

Benefits of a Candidate-Centric Approach

Shifting the focus from demonstrating your expertise to understanding the candidate’s potential can yield several benefits:

1. Attracting Top Talent

Candidates appreciate interviews that respect their time, showcase professionalism, and provide meaningful dialogue. Such interactions enhance the company’s appeal.

2. Identifying True Potential

By emphasizing problem-solving, adaptability, and interpersonal skills, interviewers can identify candidates who are not just qualified on paper but are truly fit for the role and culture.

3. Strengthening Employer Branding

A positive interview experience translates into strong word-of-mouth and favorable reviews, making the company a desirable workplace.

4. Encouraging Diverse Hiring

A balanced interview focuses on merit rather than conformity, paving the way for a more inclusive and dynamic team.

What Candidates Can Do

Candidates also play a role in navigating ego-driven interviews. Here’s how they can stay composed:

1. Stay Professional

Even if the interviewer seems intent on showing off, maintain professionalism and answer questions to the best of your ability.

2. Shift the Focus

Politely redirect the conversation by asking thoughtful questions about the role, team, or company.

3. Highlight Your Strengths

Use opportunities to steer the conversation toward your experiences and skills, demonstrating your value without directly confronting the interviewer’s behavior.

Conclusion

An interview is a collaborative opportunity to make connections and find alignment. When interviewers stress analyzing a candidate's knowledge and potential over demonstrating their own expertise, the process becomes more relevant and efficient. Organizations that use a systematic, compassionate, and balanced strategy can not only find the right personnel but also improve their reputation as a workplace that values cooperation and respect.

Finally, the purpose of an interview should always be to find the best fit for the team and business, not to validate one's own knowledge. This shift in viewpoint benefits more than just the hiring process; it also contributes to establishing a more inclusive and forward-thinking company culture.

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