In recent years, many organizations have been looking for ways to make their recruiting processes less dependent on the bias and subjectivity of hiring managers, whether by using technology to hold blind interviews, making hiring decisions with pre-hire skills tests, or handing the process over entirely to an algorithm. Udemy leadership coach Lawrence Miller has a different approach, as he explains to Fast Company’s Stephanie Vozza, which entails having candidates interview each other rather than be interviewed by a manager:
Miller found the best employees for his Maryland-based management-consulting firm when he turned the interview process upside down, bringing in candidates in small groups, and asking them to interview him and his team and then each other. … When they completed their interviews, Miller gave each person a piece of paper that had these four questions:
- Who would you hire and why?
- Who do you think is most technically competent to do this job?
- Who has the best skills?
- Who would you choose to be stranded with in an airport during a snowstorm?
“The last question was a good indicator of likeability,” says Miller. “We found that question to be the most reliable, because in the kind of consulting we did, it was a really good predictor of who would succeed.”
Other experts Vozza spoke to warned, however, that this process can have drawbacks, such as putting introverts at a disadvantage and making it more difficult for candidates to get a genuine view into the organization. Another major issue with this practice is that having candidates interview each other creates an entirely new opportunity for bias.