REPORTER’S BLOG: How many interviews do you need?
2 April 2013
What is the optimum number of stages for the recruitment process? This question came to mind reading a recent article in the New York Times, which described in graphic detail how protracted and long-winded the recruitment process has become in the US.
Tue, 2 Apr 2013 | By Colin CottellWhat is the optimum number of stages for the recruitment process? This question came to mind reading a recent article in the New York Times, which described in graphic detail how protracted and long-winded the recruitment process has become in the US.
According to Catherine Rampell’s article, eight or nine rounds of interviews, multiple presentations and a raft of other time-consuming activities have become the norm as cautious employers prevaricate over adding to headcount. No surprise then, that the average time to fill a vacancy in the US stands at 23 days, up from 15 in 2009.
In February, research by Randstad found that the average number of interviews conducted by UK employers before hiring has risen significantly over the past five years, from 1.6 to 2.4 for junior roles and 2.6 to 3.4 for senior positions.
However, a conversation with the managing director of research and development tax credit specialist Jumpstart, suggests that it is not the number of stages in the process that is important but their content and design.
Brian Williamson explains how a new hiring process, “which has only been perfected in the last 18 months” has transformed recruitment from being “a constraint on the business” to a key component in its growth.
The Edinburgh-based firm employs nearly 80 highly skilled technical analysts, and plans to hire at least 16 more this year, says Williamson, also the chair of Scottish recruitment agency Brightwork.
The new methodology, which the company began to develop in 2009, replaces competency-based interviews, and consists of several stages:
By this point, the 200 candidates (on average) presented by the recruitment agency for each post have been whittled down to 10. The next steps are:
Williamson says the results of this new methodology have led to big benefits, in particular by identifying people with the right attitude.
In addition, Williamson says despite around 200 people entering the top of the recruitment funnel for every job filled, as opposed to 20 applications leading to four hires previously, the time to hire has actually fallen – albeit slightly.
“We can screen 200 people much more quickly than we ever could before,” he explains.
Likewise, the amount of valuable staff time spent on time-consuming face-to-face interviews has been minimised, with the in-depth screening ensuring that candidates have “to earn the right” to be interviewed. “We only invest time at the interview stage when we are sure that we will have a chance of getting the right person,” Williamson adds.
And according to Williamson, it’s working. The company recently interviewed five candidates from which two were hired, whereas previously, he says the company would have interviewed 20 and been lucky to get one.
Jumpstart’s experience shows that whereas more stages in a recruitment process can mean it takes longer to fill vacancies, front-loading the process by focusing on screening, and minimising the number of interviews can both reduce this vital metric, and improve the quality of hire at the same time.
What do you think? Let us know your experience at [email protected]
According to Catherine Rampell’s article, eight or nine rounds of interviews, multiple presentations and a raft of other time-consuming activities have become the norm as cautious employers prevaricate over adding to headcount. No surprise then, that the average time to fill a vacancy in the US stands at 23 days, up from 15 in 2009.
In February, research by Randstad found that the average number of interviews conducted by UK employers before hiring has risen significantly over the past five years, from 1.6 to 2.4 for junior roles and 2.6 to 3.4 for senior positions.
However, a conversation with the managing director of research and development tax credit specialist Jumpstart, suggests that it is not the number of stages in the process that is important but their content and design.
Brian Williamson explains how a new hiring process, “which has only been perfected in the last 18 months” has transformed recruitment from being “a constraint on the business” to a key component in its growth.
The Edinburgh-based firm employs nearly 80 highly skilled technical analysts, and plans to hire at least 16 more this year, says Williamson, also the chair of Scottish recruitment agency Brightwork.
The new methodology, which the company began to develop in 2009, replaces competency-based interviews, and consists of several stages:
- initial sourcing by a recruitment agency
- first screening
- telephone screening
- online tests of language and behaviour
- informal meetings to identify candidates with rapport
- online test of language precision
By this point, the 200 candidates (on average) presented by the recruitment agency for each post have been whittled down to 10. The next steps are:
- interview
- further online testing
- peer group testing by an expert in the candidate’s discipline
- the prospective employee is given a project, which they have to present to a panel
Williamson says the results of this new methodology have led to big benefits, in particular by identifying people with the right attitude.
In addition, Williamson says despite around 200 people entering the top of the recruitment funnel for every job filled, as opposed to 20 applications leading to four hires previously, the time to hire has actually fallen – albeit slightly.
“We can screen 200 people much more quickly than we ever could before,” he explains.
Likewise, the amount of valuable staff time spent on time-consuming face-to-face interviews has been minimised, with the in-depth screening ensuring that candidates have “to earn the right” to be interviewed. “We only invest time at the interview stage when we are sure that we will have a chance of getting the right person,” Williamson adds.
And according to Williamson, it’s working. The company recently interviewed five candidates from which two were hired, whereas previously, he says the company would have interviewed 20 and been lucky to get one.
Jumpstart’s experience shows that whereas more stages in a recruitment process can mean it takes longer to fill vacancies, front-loading the process by focusing on screening, and minimising the number of interviews can both reduce this vital metric, and improve the quality of hire at the same time.
What do you think? Let us know your experience at [email protected]
