When (and When Not) to Perform an Interview

Interviews aren’t just for filling empty positions with an outside candidate. There are at least two other triggers for conducting a disciplined, comprehensive job interview:

  • Put internal candidates through the interview process – basing a promotion or internal move on your gut and what you think you know about a candidate is a bad idea. The biggest influence any manager will ever have, and the most critical function we perform is the selection, promotion, and develop of people. If this is your biggest influence in an organization, then why would you do a half-assed job based on incomplete, subjective information?
  • Interview you new team – as managers we manage people, finding their strengths, and making sure that they have the tools, training, and ability to come to work every day and do their best. Spending a couple of hours up front with every member of your new team is a great way to get a head start on our ability to do this.Bonus: they get to learn about you. Which builds trust.

When shouldn’t you interview? As a courtesy. If a candidate really doesn’t have the prior experience or performance to do the job, then you’re not doing anybody a favour by being dishonest and leading them on about their suitability for the job.

This HBR article goes into detail on how to conduct an internal interview.

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