Interview is much better than flip coin – Here’s how to improve odds

Here is a way to improve odds

Jeff Altman, Big Game Hunter

I was interviewed by Jeff Hyman Strong suit podcast. He mentioned in the introduction that 50% of new employees failed within one year of starting work. SME staffer Dr. John Sullivan compiled some of the most common statistics, noting that 46% of new employees failed in 18 months, 40% to 60% of new management employees failed, and nearly 50% of executive employees were also failed in that time frame. Again, damn it is a statistic: Only 19% of people are considered “clear” success.

All this raises a question: What’s wrong? Not that these people suddenly become incompetent or stupid. If the chances of a new employee exercise are much better than flip coins, why put all the effort into it? Where does this process break down?

During this period, I worked in search for more than 40 years and filled over 1,200 full-time positions (plus consulting tasks). Usually, what I see boils down to three huge mistakes.

1. There is a lack of clarity about the reasons for hiring a manager. Skills and experiences are identified in a huge laundry list that do not add to the scale of more or less important items. Even as the search progresses, even if the word “request” becomes blurred, hiring managers are distracted by daily responsibilities and the pressure to make decisions.

2. There is little clear information on how to evaluate potential employees’ knowledge and experience. When I’m still working in executive search, I’m frustrated with the leader’s leaders how Evaluate them. As a result, the questions asked are arbitrary, and subordinates often find that the person may manage them, and they show it by asking obscure questions that require someone to answer through the needle, just reject their boss because they are also “in the weed”. I suspect that if they did not answer the question correctly, they would be rejected for “knowing nothing”.

3. Recruiting fit does not work. When I started hiring, it didn’t take me over a week or two to realize that everyone was in good behavior when interviewing. Potential hiring presents their knowledge as broad and profound knowledge. Hiring managers are also in good behavior. After all, I’ve never heard of a hiring manager saying to a potential hire: “We’re in trouble. My last two exes in this role were fired and didn’t need a genius to figure out my ass online, I need help saving it.” No, they wear pleasant faces, talk about challenging jobs, an amazing person (remember, half of your employees fail in your mind) and how they become a happy professional. Everyone is poseing what they want: one is a hiring manager and the other is a potential employee. How do you determine the right thing when you lie to each other?

What can you do?

1. Develop weighted scales for potential hiring experience and knowledge. All knowledge and experience are not of equal value. In fact, many skills will be used so little that a person’s expertise in that attribute will shrink. Emphasize important and remaining training.

2. When you ask others to evaluate people, go into details about what you want to filter and how you want someone to criticize. There is a way for bias to rise in interviews, when the questions were not standardized and no guidance was provided. Just a week ago, I heard a horrible story about someone interviewing for a job and being asked questions without regard to the role. Is the interviewer loose cannon or paranoid? You do not want to conduct a negative (and public) review of your company.

3. Stop trying to evaluate fit. You won’t be able to really do this unless you’re open to your struggles. It’s real. Stay open to your questions and questions. If you can’t do that, new employees will find out anyway shortly after they join that they either become out of place with their job or do not do their best. Your courage to open up first will make them seize the opportunity or drive them away. You hope those who don’t get scared.

Three small changes will increase the effectiveness of your new hire and open the door more effectively during the assessment and evaluation process. It all starts with you and your courage to change – and your willingness to work hard to change what you have always tolerated. Without making any changes, you will gain more.

©The Big Game Hunter, Inc. Asheville, NC 2018, 2021, 2023, 2025

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About Jeff Altman, Big Game Hunter

People hired big game hunter Jeff Altman to not offer BS career advice worldwide, because many things in his career are easier in the people. These things can involve job hunting, hiring more effectively, managing and leading better career transitions, and advice on solving workplace problems. He is the producer and former host of “Base-free Radio” and is the first podcast in iTunes, which offers more than 3,000 episodes for job seekers.

The last interview with the company’s president

You will find a great information to help your job search on my new website, ⁠jobsearch.community⁠⁠ In addition to video courses, books and guides, I Answer members’ questions about their job searches every day. Leave a job search question, and I will answer it every day. Become an Insider+ member and you will get all the content from an insider and you can call me on Zoom to bring me answered questions. Becoming a senior Insider member, we conduct individual and group coaching.

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Also, subscribe to Jobsearchtv.com⁠ On YouTube and No BS job search advice broadcastthe first podcast search, broadcasting 3,000 episodes over 14 years. In Apple Podcast, Spotify, Google Play, Amazon Music and anywhere you listen to or watch podcasts.

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