Leadership+Resilience

Insights

A different kind of entrance interview might end up changing how you recruit

We have all heard of exit interviews, right? Somebody has decided to leave your organization and, before they go, some analyst in HR asks them questions about their departure. Pending the person who is leaving is not cray-cray, they will typically provide some standard, bland answers about “better opportunities” elsewhere. Or, they are going back to school. Or, they need some time to “find themselves” (more of us should do this). Or, whatever. What if we started doing entrance interviews. No, not the perfunctory interview process that most of us have gone through to get the job in the first place. Rather, something different. An interview, of sorts, done a month or two after they start. The point is to learn why they actually joined your firm. The real reasons. What about your organization, or the job, or you sparked them to do the work to join in the first place? We do this a few months in because we need some time to build trust. If we can glean why someone was attracted to our organization we may be able to capitalize on those strengths to attract others. Over the course of ten or twenty new hire entrance interviews, we start learning how others actually see us. We can see the trends. Then, we have the data to potentially change how we recruit.

by Jonathan Wilson

Jonathan is the Head Coach at Sandcastle Company, a Seattle-based leadership training organization. His first book, Future Leader: Rebooting Leadership to Win the Millennial and Tech Future [link], is now available. Jonathan regularly writes and speaks about The New Leader Way, leadership resilience, and the future of work. He has years of leadership experience in both the public and private sectors, a master's degree from Seattle University, and professional coach training from the University of Miami.

Filed under: Leadership

Published on December 18, 2018

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