Conversational Interviewing

Leslea Scott, Leslea Scott, Director of Recruiting, Utilities Segment at Primoris Services Corporation

After years of interviewing scores of candidates, many of which were translated into successful hires, I began to examine how to maximize this experience for both me and the candidate. 

As a talent leader, I was dreadfully bored with your usual cadre of questions and interviewing format that did not yield the intel that I believe was vital to an optimal candidate selection. 

We all have been through the “inquisition” style of interviewing that aroused a more rehearsed and unnatural response to the line of questioning thereof, making no room for candor or authenticity. What is the value of an interview if, during the course, we fail to properly engage the human side in a way that will bring forth the information we seek that aligns with the requirements of the role?  

“The use of the proverbial questions such as “where do you see yourself in five years” or “what is your weakness” are moot because neither of these questions will establish if the candidate meets the minimum requirements of a particular role.”

The use of the proverbial questions such as “Where do you see yourself in five years?” or “What is your weakness?” is moot because neither of these questions will establish if the candidate meets the minimum requirements of a particular role. In my experience, the aforementioned questions have provided me very little insight into the depth and breadth of a candidate’s experience, which is the overarching purpose of the interview, right? Being a stalwart champion of the “candidate experience,” it was incumbent of me to disrupt and change the dynamic of the interviewing process into a particular style or approach that would encourage and stimulate a more positive and authentic response from candidates, which I define as “Conversational Interviewing.”

Conversational interviewing is the art and approach of inviting the candidate to a transparent conversation about a potential opportunity and not an interview. 

This approach is not about rattling off a series of canned questions or even about a STAR method, but an opportunity to gain true insight into how a candidate perceives themselves and others and communicate the value they can potentially offer to an organization. 

This approach is also a time for the organization to be transparent and provide as much information concerning the role, culture, management style, total rewards, and upward mobility as possible with the intent to proactively answer as many questions as possible before the candidate asks.   

When I interview a candidate, the first question I ask of them is, “Tell me about yourself in a nutshell,” and from the initial response, I am able to gather information about their priorities, stability, drive and authenticity because their guard comes down.  

Once the guard is down, I am able to itemize their knowledge, skills and abilities with questions pertaining to such with more ease and the conversation is likened to making a new acquaintance. 

How I handle the candidate is as a prized relationship that holds substantial value, such as their ability and their time.  

Another benefit and crucial aspect of this approach is actively listening to ascertain if this candidate has the domain knowledge necessary to be successful in the role and the culture of the organization which affects the quality of hire for the hiring authority.

One of my favorite parts of conversational interviewing, after learning what I desired to know about the candidate, is the “brand ambassadorship,” where I share the awesomeness, challenges, and potential of the organization, pulling no punches because transparency earns respect and appreciation from the candidate. Countless times, I have had enormous success in converting high-potential and sought-after candidates into hires based on the level of transparency provided to them and the comfort level of the interviewing approach during the candidate journey.  

For talent leaders and strategists to be competitive in the market for high-potential talent or at any level, organizations must set themselves apart from their competitors in the recruitment journey, and simple changes to the interview approach are a wonderful place to begin. In the world of Glassdoor and other websites where candidates are able to voice their candidate experience it is critical for all organizations to take a closer look at these areas for investment and improvement.    

I encourage all talent leaders to toss out the antiquated interview jargon and format and begin welcoming candidates to an exciting and engaging “conversation” about that great opportunity!