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The atmosphere is tense as the first of the three final candidates for the vacancy enters the room.

The candidate travelled 300 kilometres for this interview. The company owner had to cancel an important meeting to attend. Yet after 30 seconds you, the responsible hiring manager, know that this is not the right candidate.

Unfortunately, situations like the one described occur time and again when it comes to filling management positions that are critical to success. There is a lot at stake – the company's good reputation, the organisation's future success and, last but not least, a lot of money. In our work as executive search consultants, we see time and time again how critical interview mistakes are made.

To help avoid these mistakes, we have collected the most important best practices in the interview process for you in our whitepaper "Why many interviews are a waste of time ... and how to avoid this in your next executive search". Download it now for free and learn how to make the most of your next executive interview:

The Problem

Interviews – especially those for a success-critical position at the management level – are part of a highly complex process. The aim of this process is to ensure the best possible fit between the manager and the position in question. Only in this way can the manager be effective in the company later on. All Leadership Dimensions have to be considered.

The specific function of the interview within the placement process is to get to know the best-qualified candidates as a whole person and to decide which of them ideally matches the specific requirements of the vacancy.

If an interview turns out to be a waste of time, it is almost always due to one of the following three core problems:

1. The function of an interview is misunderstood.
2. The interview is poorly conducted.
3. The interview does not occur at the right time in the appointment process.

This results in some typical mistakes that many interviewers unfortunately make again and again:

• The selection of applicants leaves much to be desired – too many (or the wrong) candidates go through to the interview stage.
• The interview does not provide any relevant insights because the candidate is not asked the right questions to show their potential.
• Because interviews are poorly structured or sporadically timed, the candidates' responses cannot be compared.
• Scheduling problems on part of the decision-makers mean that the interview cannot be adequately prepared or followed up – or the decision can be delayed, which leads to a poor candidate experience.
• The interview is wrongly used to introduce the company. This is something that belongs in the pre- or onboarding phase – it's the candidate who should introduce themselves in the interview!

Best Practice in the Interview Process

To help you effectively avoid these mistakes, we have compiled the following best practice list based on our decades-long experience as executive search consultants. You can find more detailed information on each point in our whitepaper.

Care and Attention throughout the Process

Careful and deliberate planning is crucial for the success of interviews on the executive level. In addition to preparing for and following up on the interview, this also includes a clear definition of the framework conditions, such as remuneration, travel requirements and remote work regulations.

The direct preparation for the interview entails defining the required competencies. It is also essential to develop a rough interview structure that covers all relevant aspects yet still allows for flexibility during the interview. A thorough preparation is the basis for a good follow-up and therefore for an efficient decision-making process.

Our whitepaper contains an interview process plan with detailed information on each process phase – from first recognising the need for a new leader to signing the contract with them.

Structuring the Interview

In general, such an interview can be divided into three main parts: the introduction, the information gathering, and the wrap-up. The information gathering is, in turn, subdivided into specific sections. Open questions introduce each interview segment, followed by more specific and critical questions. The competencies of the candidate should be assessed using specific competency questions.

Using the Opportunities of Digitalisation

Remote interviews are now commonplace. However, they differ considerably from traditional job interviews:

The opportunity to gain a first impression when greeted by an on-site reception and the first impression on site are lost; instead, the interviewee has to provide the technical set-up of the remote connection themselves. In addition, a significant part of non-verbal communication is missing, which can increase attention but can also open the door to miscommunication and rambling monologues.

A short video introduction helps you gain an impression of the candidate before the interview (whether remote or face-to-face). Every remote interview should always be followed by a face-to-face meeting, especially for positions that are critical to success.

Representing the Company

An interview not only shapes your opinion of the candidate but also the candidate's opinion of your company. How smoothly the interview goes and how informative it is, provides the candidate with an impression of what it would be like to work with you. Investing in good interview preparation is vital.

Long monologues to talk about the company or even yourself are a no-go. Instead, you should act as an attentive listener and let the candidate do most of the talking. An executive search consultant can help you identify your own role in the interview and organise it accordingly.

What Can an Executive Search Consultant Do for You?

An executive search consultant accompanies and supports you throughout the entire interview process with their expertise and experience. They ensure the effectiveness and efficiency of your executive search. If you have any problems or doubts, they are always available to you as a confidential contact.

The Consultant Briefing

The briefing is the most valuable tool in a consultant's repertoire. During the briefing, the consultant will draw your attention to noteworthy details in the candidate's CV and suggest specific questions about them to you.

High-quality Prescreening

Your consultant will provide special assistance with the selection of candidates. Among other things, they will work with you to define your expectations of the new manager. They will take care of the timely clarification of general conditions such as remuneration and remote arrangements, and publish targeted job advertisements for the vacancy.

In addition, a consultant can provide valuable insights into the candidate's inner world through psychometric assessment.

Interested in knowing more? Then download the complete whitepaper now free of charge:

The Authors

About EO Executives

Success in companies is made by people

The success of a company is built on its people ("Results through people"). Managers play a crucial role in this. Our mission is to help our clients build the best leadership team they have ever had.

To this end, we bring our clients together with consultants who possess highly individualised and specific knowledge. The high level of expertise of our consultants enables us to fill critical management positions quickly, permanently and successfully.

We call this a ”Perfect Match“.

EO Executives was founded in 1997 and currently operates in nine countries worldwide. We fill positions with permanent executives and experts as well as quickly available interim managers for temporary assignments and projects.