Group job interview or cattle call?

Employers who use group job interviews say they're great for spotting team-oriented employees without wasting time. But some job-seekers say the whole process is nerve-wracking and even demeaning.

When ActionCOACH tells job candidates they'll be evaluated in a group when they come in for an interview, most react with surprise. Some even ask if the business coaching company is going to try to sell them something, says Jodie Shaw, CEO of the firm's operations in the U.S. and Canada.

"For the majority of the people, it is their first group interview," she says. "They're a little bit bewildered still, giving sideways glances at the next candidate."

Despite job-seekers' initial anxiety, ActionCOACH and other companies that use group interviews believe they're the most efficient way to honestly compare qualified candidates for a job opening, because they give hiring managers unique insights into how potential employees would work on a team and function under stress. But critics of group interviews find them demeaning and say they add unnecessary stress and competition in an already-difficult job-hunting process.

Saving time, being fair

Shaw finds department heads much more willing to spend one hour in a group interview of 12 candidates than to set aside 12 hours for one-on-one conversations. Moreover, by comparing applicants side-by-side, she says managers eliminate bias from their mood of the day or trouble from comparing a long-ago interview with one that occurred yesterday.

"The reason group interviews are so effective is you get to see the entire group at one time and are able to rank those candidates," Shaw explains. "If they're in the room, they've met minimum expectations for what we're looking for in the role ... I'm really looking for cultural fit."

Before the interview, ActionCOACH asks candidates to take a personality test in order to group together applicants with similar profiles for positions that best fit those traits. That way, the extroverts are all compared with each other, as are the introverts.

"Sometimes for introverted people the group interview can be very daunting," Shaw says. But, "because they're all the same behaviorally, the group is feeling the same way."

At Grand Circle, a Boston-based travel company, evaluation of the group begins even before the interview starts, as the firm's receptionist observes the behavior of candidates waiting in the lobby. "You're getting your first piece of data on how people are going to perform: who's upbeat, who's hanging back," says Martha Prybylo, the firm's executive vice president of people and culture.

Once the formal interview begins in groups of eight to 10 people, an interviewer asks questions that aim to figure out how well candidates fit with the company's values, including risk-taking and "courageous communications." Prybylo not only listens to what candidates say but also watches their body language while they're waiting to speak.

Applicants are then divided into teams with a handful of straws and tape. The goal: to create a vessel that will protect a raw egg from breaking when dropped from 20 feet, followed by a marketing presentation describing their ideas.

"Right away you see who's taking a leadership position, who's taking over, who's not contributing, who's coming with solutions," Prybylo says. "It's great stuff to watch and really tells us a lot."

Some potential employees refuse to come in for a group interview or walk out halfway. Prybylo says that's a success, because they clearly weren't a good fit.

"If somebody's not wiling to experience something that's different, they won't take risks, and they won't be successful here, so let's get that clear." she says. "We want people to get out of their comfort zone."

Bringing out the worst in candidates

Michelle Gamble-Risley of Sacramento, Calif. is a former job-seeker who wants nothing to do with group interviews. A few years ago, before she started her own publishing company called 3L Publishing, she interviewed for a public relations position in a group of about 200 people.

"It was just shocking and demoralizing," Gamble-Risley says of being seated in rows of metal folding chairs after 15 years' experience in the workforce. "I felt I was at an executive level and I shouldn't be put into a cattle call. If they had warned me in advance, I would not have even shown up."

The interviewers started lobbing questions at the job candidates, according to Gamble-Risley. People were raising their hands to provide answers, each attempting to one-up the next.

"I thought it was inappropriate and rude," she says. "I don't think it's going to show anything about anybody except that somebody has a bigger ego. It brings out this strange desperation in people. I would never hire anybody for a professional position in that way."

Career coach Ford R. Myers agrees. Ideally, a job interview is a conversation between employer and candidate about whether there's a good fit, he says. But a group interview creates a contrived environment and ignores the reality that teamwork takes time to develop.

"That is an extremely ineffective and ill-advised approach. It's just plain wrong. It's counterproductive, it's wasteful, it's disrespectful," says Myers, author of Get the Job You Want, Even When No One's Hiring. "I would urge every company to stop doing this unless it's tryouts for a dance recital or a singing contest."

But consultant George Bradt says the group format is one of the most organic ways to spot the ability of potential employees to work in teams from the get-go.

"They're really good, in particular, at comparing candidates because there's no situational interview bias," says Bradt, author of The New Leader's 100 Day Action Plan. "You get to observe behaviors and relationships -- as opposed to a one-on-one interview, you just hear about them."

Like Prybylo, he observes candidates prior to the official starting time. "Some people show up and just pick a spot at the table and immediately check their email or pull up their notes. They're not on stage yet so they're doing what they want to do. Other people show up and strike up a conversation with someone in the room, or me or the staff," he says. "I'm not suggesting that one is right and one is wrong. Those are behavioral cues about how people are going to interact in general."

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10 questions you should ask the interviewer

You bought a new suit and you are ready for the interview. Also your CV is flawless and you even seem great on paper. Now, for the last piece of the successful job search puzzle you need to impress them at the interview.

How do you do it? Try asking questions. Besides showing your interest in the position and the company, asking questions gives you an active role in the interview and lets you steer the interview into areas where you shine.

To make sure your next interview is as smooth as your freshly pressed suit, try these 10 questions on for size:

“What type of growth and advancement opportunities does this position and the company offer?”
This tells the interviewer that you have a long-term vision for your professional future and that you’re not just looking for a paycheque; you’re looking to secure a career.

“How do you see me benefiting the company?”
Finding out why you were selected out of possibly hundreds of other candidates gives you a chance to expand on the qualities that caught their eye, further making the case for your hire.

“What exactly are the job responsibilities?”
Job ads usually list the general areas of responsibility for a position. It’s always good to confirm what the actual duties will be. You don’t want to start your new job as an engineer and find out you’re responsible for the weekly doughnut run.

“What would my first project be if I’m hired?”
This will give you a specific idea of what you can expect when you walk into the office that first day after being hired. It also can give you a heads up as to what will be expected of you, allowing you to build on those attributes during the interview.

“Who will evaluate me if I’m hired?”
Ask this question, and you’ll discern the company and departmental structure under which you will be working. For instance, will you report directly to the vice president or will there be a succession of middle managers between you?

“Are continuing education and professional training stressed?”
This shows your willingness to learn new skills and adapt to new challenges or initiatives. Adaptability is very important in today’s changing economy and could be key to retaining your job in a reorganisation.

“What is the company’s culture?”
This will reveal those “intangibles” of a company that have nothing to do with professional experience or required education. If you need a traditional, office/cube environment to stay focused and get the job done, a more creativity-driven workplace which allows music streaming from computers, nerf hoop tournaments and ultraflexible schedules may not be conducive to your productivity.

“Why did you choose this company?”
Hearing why a current employee opted to work at the firm can give you some insight into some of the strengths and opportunities within the organisation.

“When will a decision be made on the successful candidate?”
Knowing this helps you determine the timing of your interview follow-up activities.

“May I contact you if I have other questions?”
It’s always good to wrap up the interview with this question. It keeps the door open for further communication, giving you one last chance to make your case.

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Why we Fail at Interviews

When you think about it, it’s easy to underestimate the importance of job interviews because we don’t realise what they represent in the context of our job search. Whilst a lot of us are concerned with perfecting our resumes or spending hours slaving over application forms, we miss the point of the interview. Our resume or application may get us the interview, but it’s the interview that gets us the job.

That is not to say we take job interviews lightly. We recognise—or at least interpret— the interview as a high pressure situation where we are effectively being put to the test, although our emotions in the build-up and on the day may make it seem more like we’re being put to the sword. We tend to see a job interview as essentially a ‘grilling’ we have to endure. The interviewer or—even more intimidating—a  panel of interviewers fire questions at us and if we don’t tick the right boxes by giving out ‘correct’ answers then it’ll be a disaster.

If this sounds familiar to you, there are a few things to bear in mind before getting het up in advance of your next interview:

An interview is not a ‘grilling’. Yes, it is of course a process during which we are assessed, but you can flip this on its head by seeing it as a chance to show why you—the real you—would add value to the employer organisation. The aim of the interview is not so much to avoid screwing up as it is to demonstrate why you believe you match up with the criteria of the role and the organisation. At some stage, you must have applied for this position because you thought you could do it—so let the interviewers know exactly what you can do.

The company is not only choosing you; you are also choosing the company. As well showcasing yourself to the interviewer, it’s important to know that you’re entering the interview on equal footing. An employer not only decides to hire you, you decide that you want to work for the employer. A job interview is an ideal opportunity to find out more about a business and assess whether it’s really where you want to be. Adopting this attitude will help shift the feeling that the process is all about putting you on the spot.

Stand out. The reason why we go through so many job interviews without leaving any lasting impressions is because we think we have to conform. We convince ourselves that not giving the wrong answers is more important than giving interesting answers. So we rehearse ‘safe’, predictable answers to all the questions we think we’re going to get asked, we go into the interview, give all the same answers as all the other interviewees and then go out again. And that’s it. Next time, try giving interesting examples to back up your claims about yourself. Tell an unusual story about something that happened to you, which enabled you to demonstrate a particular competency. Stand out as an interviewee and you’ll stand out as a candidate—perhaps becoming the candidate

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10 Tips for Phone Interviews

More and more companies are using telephone interviews to identify possible candidates for a job, especially when they live out of town. Telephone interviewing is not usually a substitute for a good old face-to-face interview, however. They’re a quick and easy way to identify and discount unsuitable applicants. In-depth interviews for senior and managerial positions are ideal when short-listing candidates for a face-to-face interview.

The advantages of a telephone interview are that it can be arranged with little delay, with little disruption to your existing job and you’ll know the outcome quite quickly. However, what you say — and how — will be more important than in a face-to-face interview, so be prepared!

Here are 10 tips to help you be at your best when interviewed over the phone.

1. Be on your very best behaviour
A phone interview is the very best way to check on a candidate’s telephone manner, especially where telephone manner and customer contact are key parts of the role (such as call and contact centres). Sometimes, role play can be used to assess a candidate’s strengths and weaknesses.

2. Smile
Even though no-one can see you, smiling will help you to relax and sound positive. Some people also find that standing up while talking on the phone makes them feel more confident.

3. Shut out noise
Make sure your surroundings are quiet and that you won’t be disturbed. Shut the door, turn off the radio – and your mobile.

4. Have pen and paper to hand
Make notes of what is covered — you may be asked the same questions if invited to a second interview.

5. Know your CV
Plan what might be asked in the interview beforehand, e.g. personal details, education, career history, experience. The interviewer will be aiming to match candidates against the job description and person specification so re-read thoroughly.

6. Answer with confidence
Just the way you answer the phone has an impact on the person calling. Talk distinctly and clearly. If you’re not confident in your speaking voice, you cannot compensate for it in other ways.

7. Make a connection
Try to establish something in common. Ask about the caller’s experience with the company or mention something you have read about the company.

8. Let silence be golden
Watch out for awkward silences, umms and errrs, and unintentional interruptions – by either the candidate or interviewer. If you need a minute to compose your thoughts, don’t be afraid to ask for a little time before answering.

9. A two-way process
You should be given the opportunity to ask questions — make sure you have some in mind.

10. End on a positive note
Thank the caller for their time and express interest in the opportunity. (A good touch is to send an e-mail, reinforcing this.) Don’t be afraid to ask what the next stage is.

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