I have called a candidate for an interview in an IT company. He was interviewed by our technical members. There were two rounds of technical interviews, and finally, he cleared the rounds, and my turn came as HR. I found him very polished, groomed, and capable of leading the overseas project. I asked for his feedback about the technical interview, and he mentioned that he did not like the way the senior person behaved. The approach was totally different, and the interviewer only wanted to hear what he thought was right or liked. However, I took this as constructive feedback and acknowledged that I have to deal with multiple personalities in the workplace.
At some point, I realized that due to the rude behavior of our team member, I lost that candidate. I discussed this with my management and also with the interviewer. I tried to communicate to the candidate about what the company expects and the company culture.
What do you think? What should be the HR approach in this situation?
From India, Mumbai
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5At some point, I realized that due to the rude behavior of our team member, I lost that candidate. I discussed this with my management and also with the interviewer. I tried to communicate to the candidate about what the company expects and the company culture.
What do you think? What should be the HR approach in this situation?
From India, Mumbai
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You have heard only one side of the feedback. Talk to a senior person and another member as well to get a complete view. Sometimes when questions are asked to gauge technical competence, candidates may not like it as their approach to a problem may be different. Every technical person may not handle the problem in the same way, and differences in approach may arise. Emotional intelligence (EQ) plays a role here. Have you, as an HR person, received similar feedback about this senior technical person? A balance will have to be struck when accepting feedback and sharing it appropriately.
From India, Pune
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From India, Pune
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Interview Evaluation.doc