From the lens of a hiring manager

Finding the "right candidate" for the "open requisition" is probably one of the most difficult techno-economic and psychological problems that a hiring manager tries to solve. On the other hand, a job seeker tries to introduce an element of predictability or certainty by matching the resume as closely to the job description as possible. The hiring decision hinges on a myriad of parameters. Eventually, the success criteria of a hiring decision are not determined by the speed of hiring, the seamless onboarding process, or financial savings. The success or failure of the decision is understood by the impact created by the new employee over the next few quarters after onboarding.

Hiring managers' investor mindset

A decision to hire a candidate from a talent pool is driven by a mindset that is similar to that of an investor. The hiring manager evaluates not only the candidate's current competency but also their future potential. Numerous factors come into play, including competency alignment, team dynamics, compensation parameters, and organization-specific criteria. External factors such as location constraints, notice periods, competing offers, and other variables beyond the hiring manager's control also influence the decision-making process.

The gut and the gamble

Finally, it boils down to controlling the parameters within the sphere of influence, trusting the "gut feeling" on things that are outside the sphere of influence, and making an educated decision by balancing competing parameters. Much like an investor, after several rounds of due diligence, put the money on the bet that seems to be the most promising. There's always an element of uncertainty. An investor is also a nuanced gambler.

Positioning for success

Despite the inherent uncertainties, all parties involved in the recruitment process, including candidates, share a common objective, whether directly or indirectly. Recruiters aim to extend an offer for the open position, job seekers strive to secure a fulfilling job, and hiring managers seek individuals who can execute the department and business vision effectively.

It would be advantageous to have insight into the hiring manager's mindset as if peering into a crystal ball. Although there's no standardized blueprint, overarching themes within the hiring ecosystem offer valuable insights.

The mind of a hiring manager

Job seekers often ponder the questions that hiring managers will pose and the types of responses that would resonate. It's reassuring to realize that adept interviewers utilize open-ended questions to gauge the depth of the candidate's answers. These questions typically aim to grasp the job seeker's perspective and assess compatibility. As such, there might not be definitive right or wrong responses. Let's delve into the key elements of an interview from the vantage point of a hiring manager.

Introductions and the small talks

While candidates may perceive the initial moments of small talk and introductions as mere ice-breakers, for the hiring manager, every minute is crucial. In a 60-minute conversation, the interviewer must swiftly decide whether to proceed or not. The stakes are high, as a wrong decision can be immensely costly. A skilled interviewer doubles as a keen observer and active listener, with the primary focus on the job seeker. They're already forming a first impression, evaluating qualities such as grooming, confidence, friendliness, and energy. A candidate who exudes engagement and positivity sets the stage for success. At this juncture, the hiring manager eagerly anticipates an engaging dialogue for the remaining 55 minutes.

The competency analysis

The hiring manager is eager to delve into the job seeker's competencies, hoping to uncover abilities that align with the business goals. This motivation prompts a wide range of questions aimed at understanding the candidate's skills and experiences. Candidates often prepare answers in advance, which is commendable, but relying on responses generated by AI tools can backfire, as they may sound cliché. To effectively address competency questions, candidates should narrate their experiences through relatable anecdotes, effectively storyboarding their body of work.

The hiring manager typically assumes that the candidate can handle the basic day-to-day tasks of the role, making it redundant to state the obvious. Just as a car salesman wouldn't highlight a car's ability to travel from Point A to Point B without breaking down, or a mobile phone salesman wouldn't emphasize a phone's capability to send or receive SMS, the hiring manager seeks value-added capabilities from the job seeker.

The "depth" and the "breadth"

In a soccer team, the team manager seeks players who excel not only in their primary positions but also possess the versatility to support other areas in case of emergencies, such as injuries during a match. Similarly, department leaders or business owners, who often serve as hiring managers, oversee multiple functions. From a risk management perspective, it's prudent to hire individuals with expertise in multiple areas rather than just one. If a job seeker has only performed one type of task for the past decade, the hiring manager may favor candidates with similar experience but who have also demonstrated proficiency in interconnected functions. Interviewers purposefully pose open-ended and ambiguously worded questions for two main reasons:

• To gain insight into the job seeker's worldview and understanding.
• To identify rehearsed responses that lack the authenticity of real-world experiences.

Explore the human angle

Apart from the core competency and the hard technical acumen, the hiring manager is acutely cognizant of the fact that there's a human element at play. The interviewer knows that attitude will eat strategy for breakfast. So, a culture fit from the perspective of business goals is very important. A modern business requires primarily three characters to run the show:

• Visionaries: People who come up with big ideas.
• Strategists: People who put together a plan of action to achieve the vision.
• Closers: People who get things done, no matter what.

Modern businesses are also very agile and fast-paced. Some of the most sought-after qualities are:

• Risk takers: People who are comfortable taking calculated risks to move forward quickly.
• Honest collaborators: People who have the ability to lift other people's performance.
• Change agents: People who question the status quo and identify opportunities for optimization and innovation.

A skilled interviewer attentively listens during conversations, adapting subsequent questions to unveil additional capabilities. The job seeker's anecdotes serve as valuable insights into their soft skills and personality, aiding the interviewer in assessing cultural fit.

The wrap

Undoubtedly, the significance of the last impression cannot be emphasized enough. The closing remarks from both the job seeker and the interviewer hold considerable weight. The hiring manager aims for the job seeker to leave the interview with positive recollections. Utilizing the small talk at the end of the interview presents an ideal opportunity to reaffirm mutual interest in collaborating towards a shared objective. This reinforces the notion of working together to achieve a larger goal, leaving a lasting and favorable impression on both parties.

The outcome

A job interview serves as a special opportunity to align individuals with business opportunities that can mutually benefit both parties. It's crucial for hiring managers to present themselves in the best light during interviews, effectively representing their organizations, values, and opportunities. Selecting the ideal candidate for a specific role can significantly amplify the business's effectiveness. Conversely, a lax approach to interviews may result in incorrect hiring decisions with substantial consequences. From the perspective of a hiring manager, decisions are made taking into account various factors, as outlined in this article, and sometimes even more.

Disclosure

The intention of this article is to offer insights to job seekers on understanding the perspective of a hiring manager and preparing effectively for interviews. The ideas and opinions presented stem from my personal experience of 20 years as a hiring manager, having conducted numerous interviews with job seekers. It's important to note that these views are solely based on my individual perspective and are not indicative of the processes or best practices of any specific company I have been associated with, past or present.