A poorly devised interview policy doesn’t just affect potential jobseekers, it can reverberate through a company impacting everyone.
When we think of a bad job interview the majority of us likely think almost exclusively of how it affected the potential candidate, with little thought given to how it impacts the wider organisation.
But research shows that a bad experience during the interviewing or hiring process can negatively affect not just the person who didn’t get the gig, but also the employees and leadership who are tied to that company. So, in what ways can a badly run interview harm an organisation?
Drains the pool
Job interviews, as high-pressure situations, can be anxiety inducing, leading to a range of physical and emotional symptoms in the candidate. For that reason, even a highly qualified professional who is prepared and more than ready to take on the job can perform poorly.
A company that hasn’t quite cracked the code on interview best practice runs the risk of losing out on talented candidates as it may fail to recognise how the interview process is influencing the applicant, effectively draining the talent pool. Employers should ensure that the interview process gives candidates an opportunity to showcase their skills and touch on the topics most relevant to the role.
Word travels
Even before the internet became a vehicle through which every Tom, Dick and Harry could express their opinions, a business could be irreparably damaged by enough bad reviews spread via word of mouth. The internet however, has made this an even bigger issue and companies that fail to implement proper policies around how they interview risk developing a bad reputation.
Not only will a negative impression deter qualified applicants and future investors, it could also result in current employees choosing to work elsewhere and compel them to effectively spread the idea that the organisation is not well run. In a world where reputation is everything, companies have an obligation to ensure that they are walking the walk and talking the talk, for themselves, their employees and the job applicants that come through their doors.
Costs more than it saves
If an employer is worried that they are going to make the wrong decision during the hiring process and have to deal with problems down the line, they may feel compelled to make the interview process short and sweet with a limited pool of applicants, who may all end up being a bad fit. Alternatively they may have a process that is far too long and therefore deter continued engagement on behalf of the candidate.
That’s a long way of saying that poorly run interview processes can financially cost an organisation and may drain other resources, impacting employees and the wider company. By devising a plan that adequately makes use of necessary resources, organisations can develop a strategy that ensures no one’s time, money or other resources are being wasted.
Not to mention, if the job applicant process does take too much time, or if a poor hire leaves and there is a vacancy once again, then it’s possible that tasks are being delegated to a workforce that is already operating at capacity, increasing the potential for reduced quality and even missed deadlines and opportunities.
Harms morale
Jumping off on that point about overworking staff or impacting the employee experience, if the workforce begins to feel the effects of the job hiring process, in a way that reflects negatively on leadership, then it may cause a lowering of productivity and morale, as well as a loss of faith in how the organisation is run.
Job satisfaction and company culture can greatly impact how an employee engages with their organisation and if they feel as though company leaders are dropping the ball then it could result in a surge of quiet quitters.
With that in mind, employers should develop hiring strategies and policies that take every factor into consideration, so that it is a useful, productive and positive experience for everyone.
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