Managing Candidate Interviews -...
Transcript of Managing Candidate Interviews -...
Katherine Jones
Lead Analyst
Bersin by Deloitte
Deloitte Consulting LLP
November 2013
Copyright copy 2013 Deloitte Development LLC All rights reserved
RES
EAR
CH
REP
OR
T
How Technology Can Help in Hiring
Managing Candidate Interviews
Managing Candidate Interviews 2
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
The Bersin WhatWorks Membership ProgramThis document is part of the Bersin Research Library Our research is provided exclusively to organizational members of the Bersin Research Program Member organizations have access to an extensive library of learning and talent management related research In addition members also receive a variety of products and services to enable talent-related transformation within their organizations including
bull ResearchmdashAccess to an extensive selection of research reports such as methodologies process models and frameworks and comprehensive industry studies and case studies
bull BenchmarkingmdashThese services cover a wide spectrum of HR and LampD metrics customized by industry and company size
bull ToolsmdashComprehensive tools for HR and LampD professionals including tools for benchmarking vendor and system selection program design program implementation change management and measurement
bull Analyst SupportmdashVia telephone or email our advisory services are supported by expert industry analysts who conduct our research
bull Strategic Advisory ServicesmdashExpert support for custom-tailored projects
bull Member RoundtablesregmdashA place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices
bull IMPACTreg Conference The Business Of TalentmdashAttendance at special sessions of our annual IMPACTreg conference
bull WorkshopsmdashBersin analysts and advisors conduct onsite workshops on a wide range of topics to educate inform and inspire HR and LampD professionals and leaders
For more information about our membership program please visit us at wwwbersincommembership
Managing Candidate Interviews 3
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Overview This report looks at the important area of prehire interviewing and the various ways in which technology can facilitate that process In addition to a review of interviewing features within applicant tracking systems this report discusses the use of both mobile and video technologies during the interviewing process
In This Report
bull Theimportanceofemployeeldquofitrdquo
bull Useofvideoandmobiletechnologiesininterviewmanagement
bull Interviewingfeaturesinapplicanttrackingsystems
bull Avoidinginappropriateinterviewquestions
Managing Candidate Interviews 4
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
TABLE OF CONTENTS
Introduction 5
Why We Interview 6
Solutions Today 8
Video Interviewing 10
Interview Management via Mobile Devices 14
Interview Management in Applicant Tracking Systems 16
Evaluating Interviews 21
Avoiding Taboo Subject Areas 22
Conclusion 24
Key Takeaways 25
Application and Practice 26
Related Research 26
Appendix I Research Methodology 28
Appendix II Table of Figures 31
About Us 32
Managing Candidate Interviews 5
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
IntroductionInterviews have long been an integral part of the hiring management process they can make or break the candidacy of an applicant or ruin the recruiting attempts of a hiring organization This research report looks at the tools used by hiring managers and other professionals whointerviewcandidatesSpecificallywelookatthoseareasinwhichtechnology can make the process simpler and more consistent for interviewers as well as more productive for hiring organizations while supportingthefairandequitableprocessesHRprofessionalsseektouphold in hiring
Managing Candidate Interviews 6
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Why We InterviewPeak-performing companies know how to make great hiring decisions for their businesses and for each individual role these organizations outdistance their competition by understanding how to select and promote the right people1Thesecompanieshaveidentifiedthepersonality types and traits that reinforce their business proposition and culture largely by studying the characteristics of high performers Peak-performingorganizationsfocusonwhotheyhirenotjustldquowhatrdquopeople do High-performing HR functions build the tools and systems to help their managers and leaders to assess and attract the right type of person for each particular job
Themysteriouselementreferredtoascandidateldquofit2rdquoisoneofthemainreasons why we use the interviewing process Through interviewing we hope to see beyond those things listed on a candidatersquos reacutesumeacute or social-mediaprofile
Fit is a simple but profound concept that managers at all levelsshouldunderstandUnlikethetraditionalperformancemanagement process (which focuses on goal-setting and appraisal)thescienceoffitforcestheorganizationtounderstandsuccess drivers at an individual level Organizations can identify these drivers by studying the characteristics of high-performersmdashand then use this information to help managers to better hire developandcoachtofit
Whenappliedacrossanorganizationthescienceoffithelpsleadersto create a strong and enduring company culturemdashone which attractstherightpeopleandencouragespeopletofindthebestroles where they can add the most value Engagement levels go up and the organization becomes more agile and customer-focused3 e
1 For more information The Science of Fit Using Psychology to Replicate High
Performance Bersin amp Associates Josh Bersin May 2011 Available to research members
at wwwbersincomlibrary2 ldquoJobfitrdquoreferstotheassessmentofcurrentknowledgeskillscompetenciesand
otherkeyqualificationsofanindividualagainsttherequirementsofaspecificrole
current or future3 For more information The Science of Fit Using Psychology to Replicate High
Performance Bersin amp Associates Josh Bersin May 2011
Thescienceoffitforces
the organization to
understand success drivers
at an individual level
K E Y P O I N T
Managing Candidate Interviews 7
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
HR professionals charged with hiring responsibilities seek ways to better standardize the interview process predict the likelihood of a candidatersquos success and eliminate bias from the process Too often today interviews are unstructured and rely on the skills and perhaps even the whims of a particular hiring manager The conversation may focus on irrelevant questions(suchasldquoWhatdoyouwanttodofiveyearsfromnowrdquo)ratherthanprobingintothecandidatersquospotentialtofulfillthejobathandFurtherevaluatingthequalityofinterviewsmaybedifficultforthe hiring team as rating or scoring is often inconsistent or based on non-job-related factors
HR professionals
seek ways to better
standardize the interview
process predict the
likelihood of a candidatersquos
success and eliminate bias
from the process
K E Y P O I N T
Managing Candidate Interviews 8
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Solutions TodayTechnologies that address interviewing often include tips for better interviewing clear warnings about off-limits discussion areas or questionsandguidelinesforproductiveprehireconversations (see Figure 1)4 Solutions can include libraries of job-related interview questionsaswellastheabilityforinterviewerstoaddtheirownwhileallowingthecaptureofthequestionsandanswersfromtheactual interview Many advances in interview management have beenmadeincludingapplicationsspecifictotheinterviewprocessvideo interviewing (either live or recorded) and mobile voice video interviewing via smartphones or other mobile devices Notes and in some cases the interviews themselves are sharable across the hiring team as well
4 There are also many sources of interviewing tips and guidelines available online
oftenatnochargeforexampleseeCareerBuilderrsquosldquoFromQampAtoZTheHiring
ManagerrsquosCompleteHiringGuiderdquolocatedathttpwwwcareerbuildercommunications
compdfinterviewing_ebookpdf
Technologies that
address interviewing
often include tips for
better interviewing clear
warnings about off-
limits discussion areas or
questionsandguidelines
for productive prehire
conversations
K E Y P O I N T
Managing Candidate Interviews 9
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 1 Job-Relevant Interview Guide
Source Checquedcom 2013
Managing Candidate Interviews 10
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video Interviewing
Video interviews can provide advantages to both parties For example candidates can easily erase and recreate their interview videos Further this technology eliminates the cost of transportation to and from physical interviews and allows multiple reviewers (some of whom may not be available to meet with the candidate) the option of viewing the same video
Since 2011 the use of video interviewing has risen by 49 percent5 An August2012surveyfromstaffingserviceOfficeTeamaskedmorethan500 HR managers about their use of video interviews Results showed that667percentusevideointerviewsldquoveryoftenrdquoandanother10percentusethetechnologyldquosomewhatoftenrdquo6 Many companies (generally young ones including Active Interview CareerCam Green Job Interview HireVue InterviewStream Montage Talent OVIA TalentVX VidCruiterandZuzuHire)arenowprovidingvideo-interviewingsolutions Similarly some systems now support the similar concept of video cover letters
5 SourceldquoVideoInterviewing101rdquoPsychology Today Bernardo Tirado
August 13 2013 httpwwwpsychologytodaycomblogdigital-leaders201308
video-interviewing-101comments6 Sources(1)ldquoStudyTwoThirdsofHRManagersUsingVideoInterviewsrdquoRIVScom
Katherine Leonard April 25 2013 httpsblogrivscom201304study-two-thirds-of-hr-
managers-using-video-interviews(2)ldquoSurveySixin10CompaniesConductVideoJob
InterviewsrdquoPRNewswireOfficeTeamAugust302012httpwwwprnewswirecom
news-releasessurvey-six-in-10-companies-conduct-video-job-interviews-167973406html
Since 2011 the use of
video interviewing has
risen by 49 percent
K E Y P O I N T
Managing Candidate Interviews 11
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing has the advantage of presenting candidates with standardizedquestionssothatallintervieweescanrespondtoexactlythe same processes In the example shown in Figure 2 the interviewee canseethequestionsandmakenotesforherselftoguideherresponsesasshemovesthroughtherecordedinterviewAsthefinalstepintheprocess interviewees can review their recordings prior to submitting them to the recruiter or hiring managerMontage Talent 2013 the candidatersquos
view Figure 2 Candidatersquos View of a Video-Interviewing Portal
Source Montage Talent 2013
Managing Candidate Interviews 12
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing often includes simulations in which candidates respondtospecificjob-relatedsituationsIntheexampleshowninFigure3 the candidate reviews video content provided by the interviewer and is asked to respond as though he was responding to the irate customer represented in the video When the candidate has watched the video and isreadytorespondhewillclickldquoStartRecordingrdquo
Figure 3 Video Response to a Simulated Customer
Source HireVue 2013
Hirevue 2013
Managing Candidate Interviews 13
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Candidate Comparison via Video Interviewing
Manager recruiter dashboards allow hiring managers to compare candidatesusingtheiranswerstoaspecificquestion(seeFigure4)This makes it more convenient for hiring managers to review all of the candidates after interviewing has been completed allowing an easy ldquosecondlookrdquoacrossthecandidatesthatwouldnotbepossiblewith live interviews
Figure 4 Video Comparison of Candidates
Source Montage Talent Inc 2013
Montage 2013
Managing Candidate Interviews 14
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
With video- or mobile-interview capture technology can eliminate the often high costs of face-to-face interviews while preserving the ability of the hiring organization to get a sense of the candidatersquos personality enthusiasmpoisevoicequalityandthelike
Interview Management via Mobile Devices
Like video interviewing interviews via mobile technologies are maintained through a third-party cloud solution whereby the provider stores the intervieweesrsquo videos for later viewing by hiring managers (see Figure 5) This provides several advantages
bull Allowsforeasycomparisonbetweenrecordedcandidates
bull Givescandidatestheabilitytoanswerinterviewquestionsfromhome
bull Enableshiringmanagersandrecruitingstafftosharereviewandperhaps re-review interviews at a later time
Hirevue 2013
Figure 5 Interviewing via Mobile Phone
Source HireVue 2013
Managing Candidate Interviews 15
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Group interviews can also be accommodated using mobile devices along with technologies such as Skype or AdobeConnect presenting an alternative to computer-based interviewing (see Figure 6)
Mobile support for interviewing is not used solely to present candidates to interviewers Interviewers can also use mobile solutions to evaluate candidatesandquicklysubmittheirresultingopinionsandratingstothehiring management system (see Figure 7) Increasingly applicant tracking systems include mobile device apps that enable recruiters and hiring managerstorecordinterviewresultsquicklyandaccuratelyfromanylocation while impressions from the interview are still fresh
Montage Talent 2013
Figure 6 Group Interview of a Candidate via Mobile Phone
Source Montage Talent Inc 2013
Managing Candidate Interviews 16
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Interview Management in Applicant Tracking Systems
While the examples shown in Figures 2 through 7 are from standalone video-interviewing solutions video interviewing is also increasingly being embedded within hiring management systems themselves JobVite for example has announced that it will make such interviewing a part of its product giving customers the advantage of retaining the videos themselves which may be important for later compliance purposes OtherprovidersoftalentacquisitionproductsarefollowingsuitInadditiontodayrsquostalentacquisitionsolutionsoftenofferavarietyofhelpful features to enable candidate interview management Some feature sets can manage scheduling provide interview forms for recording and maintaining interview content and offer a format for
Figure 7 Mobile Applications Ease Interview Management and Data Collection
Source SuccessFactors (an SAP company) 2013
successFactors 2013 Used with permission
Todayrsquostalentacquisition
solutions often offer a
variety of helpful features
to enable candidate
interview management
K E Y P O I N T
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 2
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
The Bersin WhatWorks Membership ProgramThis document is part of the Bersin Research Library Our research is provided exclusively to organizational members of the Bersin Research Program Member organizations have access to an extensive library of learning and talent management related research In addition members also receive a variety of products and services to enable talent-related transformation within their organizations including
bull ResearchmdashAccess to an extensive selection of research reports such as methodologies process models and frameworks and comprehensive industry studies and case studies
bull BenchmarkingmdashThese services cover a wide spectrum of HR and LampD metrics customized by industry and company size
bull ToolsmdashComprehensive tools for HR and LampD professionals including tools for benchmarking vendor and system selection program design program implementation change management and measurement
bull Analyst SupportmdashVia telephone or email our advisory services are supported by expert industry analysts who conduct our research
bull Strategic Advisory ServicesmdashExpert support for custom-tailored projects
bull Member RoundtablesregmdashA place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices
bull IMPACTreg Conference The Business Of TalentmdashAttendance at special sessions of our annual IMPACTreg conference
bull WorkshopsmdashBersin analysts and advisors conduct onsite workshops on a wide range of topics to educate inform and inspire HR and LampD professionals and leaders
For more information about our membership program please visit us at wwwbersincommembership
Managing Candidate Interviews 3
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Overview This report looks at the important area of prehire interviewing and the various ways in which technology can facilitate that process In addition to a review of interviewing features within applicant tracking systems this report discusses the use of both mobile and video technologies during the interviewing process
In This Report
bull Theimportanceofemployeeldquofitrdquo
bull Useofvideoandmobiletechnologiesininterviewmanagement
bull Interviewingfeaturesinapplicanttrackingsystems
bull Avoidinginappropriateinterviewquestions
Managing Candidate Interviews 4
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
TABLE OF CONTENTS
Introduction 5
Why We Interview 6
Solutions Today 8
Video Interviewing 10
Interview Management via Mobile Devices 14
Interview Management in Applicant Tracking Systems 16
Evaluating Interviews 21
Avoiding Taboo Subject Areas 22
Conclusion 24
Key Takeaways 25
Application and Practice 26
Related Research 26
Appendix I Research Methodology 28
Appendix II Table of Figures 31
About Us 32
Managing Candidate Interviews 5
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
IntroductionInterviews have long been an integral part of the hiring management process they can make or break the candidacy of an applicant or ruin the recruiting attempts of a hiring organization This research report looks at the tools used by hiring managers and other professionals whointerviewcandidatesSpecificallywelookatthoseareasinwhichtechnology can make the process simpler and more consistent for interviewers as well as more productive for hiring organizations while supportingthefairandequitableprocessesHRprofessionalsseektouphold in hiring
Managing Candidate Interviews 6
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Why We InterviewPeak-performing companies know how to make great hiring decisions for their businesses and for each individual role these organizations outdistance their competition by understanding how to select and promote the right people1Thesecompanieshaveidentifiedthepersonality types and traits that reinforce their business proposition and culture largely by studying the characteristics of high performers Peak-performingorganizationsfocusonwhotheyhirenotjustldquowhatrdquopeople do High-performing HR functions build the tools and systems to help their managers and leaders to assess and attract the right type of person for each particular job
Themysteriouselementreferredtoascandidateldquofit2rdquoisoneofthemainreasons why we use the interviewing process Through interviewing we hope to see beyond those things listed on a candidatersquos reacutesumeacute or social-mediaprofile
Fit is a simple but profound concept that managers at all levelsshouldunderstandUnlikethetraditionalperformancemanagement process (which focuses on goal-setting and appraisal)thescienceoffitforcestheorganizationtounderstandsuccess drivers at an individual level Organizations can identify these drivers by studying the characteristics of high-performersmdashand then use this information to help managers to better hire developandcoachtofit
Whenappliedacrossanorganizationthescienceoffithelpsleadersto create a strong and enduring company culturemdashone which attractstherightpeopleandencouragespeopletofindthebestroles where they can add the most value Engagement levels go up and the organization becomes more agile and customer-focused3 e
1 For more information The Science of Fit Using Psychology to Replicate High
Performance Bersin amp Associates Josh Bersin May 2011 Available to research members
at wwwbersincomlibrary2 ldquoJobfitrdquoreferstotheassessmentofcurrentknowledgeskillscompetenciesand
otherkeyqualificationsofanindividualagainsttherequirementsofaspecificrole
current or future3 For more information The Science of Fit Using Psychology to Replicate High
Performance Bersin amp Associates Josh Bersin May 2011
Thescienceoffitforces
the organization to
understand success drivers
at an individual level
K E Y P O I N T
Managing Candidate Interviews 7
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
HR professionals charged with hiring responsibilities seek ways to better standardize the interview process predict the likelihood of a candidatersquos success and eliminate bias from the process Too often today interviews are unstructured and rely on the skills and perhaps even the whims of a particular hiring manager The conversation may focus on irrelevant questions(suchasldquoWhatdoyouwanttodofiveyearsfromnowrdquo)ratherthanprobingintothecandidatersquospotentialtofulfillthejobathandFurtherevaluatingthequalityofinterviewsmaybedifficultforthe hiring team as rating or scoring is often inconsistent or based on non-job-related factors
HR professionals
seek ways to better
standardize the interview
process predict the
likelihood of a candidatersquos
success and eliminate bias
from the process
K E Y P O I N T
Managing Candidate Interviews 8
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Solutions TodayTechnologies that address interviewing often include tips for better interviewing clear warnings about off-limits discussion areas or questionsandguidelinesforproductiveprehireconversations (see Figure 1)4 Solutions can include libraries of job-related interview questionsaswellastheabilityforinterviewerstoaddtheirownwhileallowingthecaptureofthequestionsandanswersfromtheactual interview Many advances in interview management have beenmadeincludingapplicationsspecifictotheinterviewprocessvideo interviewing (either live or recorded) and mobile voice video interviewing via smartphones or other mobile devices Notes and in some cases the interviews themselves are sharable across the hiring team as well
4 There are also many sources of interviewing tips and guidelines available online
oftenatnochargeforexampleseeCareerBuilderrsquosldquoFromQampAtoZTheHiring
ManagerrsquosCompleteHiringGuiderdquolocatedathttpwwwcareerbuildercommunications
compdfinterviewing_ebookpdf
Technologies that
address interviewing
often include tips for
better interviewing clear
warnings about off-
limits discussion areas or
questionsandguidelines
for productive prehire
conversations
K E Y P O I N T
Managing Candidate Interviews 9
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 1 Job-Relevant Interview Guide
Source Checquedcom 2013
Managing Candidate Interviews 10
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video Interviewing
Video interviews can provide advantages to both parties For example candidates can easily erase and recreate their interview videos Further this technology eliminates the cost of transportation to and from physical interviews and allows multiple reviewers (some of whom may not be available to meet with the candidate) the option of viewing the same video
Since 2011 the use of video interviewing has risen by 49 percent5 An August2012surveyfromstaffingserviceOfficeTeamaskedmorethan500 HR managers about their use of video interviews Results showed that667percentusevideointerviewsldquoveryoftenrdquoandanother10percentusethetechnologyldquosomewhatoftenrdquo6 Many companies (generally young ones including Active Interview CareerCam Green Job Interview HireVue InterviewStream Montage Talent OVIA TalentVX VidCruiterandZuzuHire)arenowprovidingvideo-interviewingsolutions Similarly some systems now support the similar concept of video cover letters
5 SourceldquoVideoInterviewing101rdquoPsychology Today Bernardo Tirado
August 13 2013 httpwwwpsychologytodaycomblogdigital-leaders201308
video-interviewing-101comments6 Sources(1)ldquoStudyTwoThirdsofHRManagersUsingVideoInterviewsrdquoRIVScom
Katherine Leonard April 25 2013 httpsblogrivscom201304study-two-thirds-of-hr-
managers-using-video-interviews(2)ldquoSurveySixin10CompaniesConductVideoJob
InterviewsrdquoPRNewswireOfficeTeamAugust302012httpwwwprnewswirecom
news-releasessurvey-six-in-10-companies-conduct-video-job-interviews-167973406html
Since 2011 the use of
video interviewing has
risen by 49 percent
K E Y P O I N T
Managing Candidate Interviews 11
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing has the advantage of presenting candidates with standardizedquestionssothatallintervieweescanrespondtoexactlythe same processes In the example shown in Figure 2 the interviewee canseethequestionsandmakenotesforherselftoguideherresponsesasshemovesthroughtherecordedinterviewAsthefinalstepintheprocess interviewees can review their recordings prior to submitting them to the recruiter or hiring managerMontage Talent 2013 the candidatersquos
view Figure 2 Candidatersquos View of a Video-Interviewing Portal
Source Montage Talent 2013
Managing Candidate Interviews 12
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing often includes simulations in which candidates respondtospecificjob-relatedsituationsIntheexampleshowninFigure3 the candidate reviews video content provided by the interviewer and is asked to respond as though he was responding to the irate customer represented in the video When the candidate has watched the video and isreadytorespondhewillclickldquoStartRecordingrdquo
Figure 3 Video Response to a Simulated Customer
Source HireVue 2013
Hirevue 2013
Managing Candidate Interviews 13
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Candidate Comparison via Video Interviewing
Manager recruiter dashboards allow hiring managers to compare candidatesusingtheiranswerstoaspecificquestion(seeFigure4)This makes it more convenient for hiring managers to review all of the candidates after interviewing has been completed allowing an easy ldquosecondlookrdquoacrossthecandidatesthatwouldnotbepossiblewith live interviews
Figure 4 Video Comparison of Candidates
Source Montage Talent Inc 2013
Montage 2013
Managing Candidate Interviews 14
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
With video- or mobile-interview capture technology can eliminate the often high costs of face-to-face interviews while preserving the ability of the hiring organization to get a sense of the candidatersquos personality enthusiasmpoisevoicequalityandthelike
Interview Management via Mobile Devices
Like video interviewing interviews via mobile technologies are maintained through a third-party cloud solution whereby the provider stores the intervieweesrsquo videos for later viewing by hiring managers (see Figure 5) This provides several advantages
bull Allowsforeasycomparisonbetweenrecordedcandidates
bull Givescandidatestheabilitytoanswerinterviewquestionsfromhome
bull Enableshiringmanagersandrecruitingstafftosharereviewandperhaps re-review interviews at a later time
Hirevue 2013
Figure 5 Interviewing via Mobile Phone
Source HireVue 2013
Managing Candidate Interviews 15
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Group interviews can also be accommodated using mobile devices along with technologies such as Skype or AdobeConnect presenting an alternative to computer-based interviewing (see Figure 6)
Mobile support for interviewing is not used solely to present candidates to interviewers Interviewers can also use mobile solutions to evaluate candidatesandquicklysubmittheirresultingopinionsandratingstothehiring management system (see Figure 7) Increasingly applicant tracking systems include mobile device apps that enable recruiters and hiring managerstorecordinterviewresultsquicklyandaccuratelyfromanylocation while impressions from the interview are still fresh
Montage Talent 2013
Figure 6 Group Interview of a Candidate via Mobile Phone
Source Montage Talent Inc 2013
Managing Candidate Interviews 16
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Interview Management in Applicant Tracking Systems
While the examples shown in Figures 2 through 7 are from standalone video-interviewing solutions video interviewing is also increasingly being embedded within hiring management systems themselves JobVite for example has announced that it will make such interviewing a part of its product giving customers the advantage of retaining the videos themselves which may be important for later compliance purposes OtherprovidersoftalentacquisitionproductsarefollowingsuitInadditiontodayrsquostalentacquisitionsolutionsoftenofferavarietyofhelpful features to enable candidate interview management Some feature sets can manage scheduling provide interview forms for recording and maintaining interview content and offer a format for
Figure 7 Mobile Applications Ease Interview Management and Data Collection
Source SuccessFactors (an SAP company) 2013
successFactors 2013 Used with permission
Todayrsquostalentacquisition
solutions often offer a
variety of helpful features
to enable candidate
interview management
K E Y P O I N T
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 3
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Overview This report looks at the important area of prehire interviewing and the various ways in which technology can facilitate that process In addition to a review of interviewing features within applicant tracking systems this report discusses the use of both mobile and video technologies during the interviewing process
In This Report
bull Theimportanceofemployeeldquofitrdquo
bull Useofvideoandmobiletechnologiesininterviewmanagement
bull Interviewingfeaturesinapplicanttrackingsystems
bull Avoidinginappropriateinterviewquestions
Managing Candidate Interviews 4
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
TABLE OF CONTENTS
Introduction 5
Why We Interview 6
Solutions Today 8
Video Interviewing 10
Interview Management via Mobile Devices 14
Interview Management in Applicant Tracking Systems 16
Evaluating Interviews 21
Avoiding Taboo Subject Areas 22
Conclusion 24
Key Takeaways 25
Application and Practice 26
Related Research 26
Appendix I Research Methodology 28
Appendix II Table of Figures 31
About Us 32
Managing Candidate Interviews 5
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
IntroductionInterviews have long been an integral part of the hiring management process they can make or break the candidacy of an applicant or ruin the recruiting attempts of a hiring organization This research report looks at the tools used by hiring managers and other professionals whointerviewcandidatesSpecificallywelookatthoseareasinwhichtechnology can make the process simpler and more consistent for interviewers as well as more productive for hiring organizations while supportingthefairandequitableprocessesHRprofessionalsseektouphold in hiring
Managing Candidate Interviews 6
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Why We InterviewPeak-performing companies know how to make great hiring decisions for their businesses and for each individual role these organizations outdistance their competition by understanding how to select and promote the right people1Thesecompanieshaveidentifiedthepersonality types and traits that reinforce their business proposition and culture largely by studying the characteristics of high performers Peak-performingorganizationsfocusonwhotheyhirenotjustldquowhatrdquopeople do High-performing HR functions build the tools and systems to help their managers and leaders to assess and attract the right type of person for each particular job
Themysteriouselementreferredtoascandidateldquofit2rdquoisoneofthemainreasons why we use the interviewing process Through interviewing we hope to see beyond those things listed on a candidatersquos reacutesumeacute or social-mediaprofile
Fit is a simple but profound concept that managers at all levelsshouldunderstandUnlikethetraditionalperformancemanagement process (which focuses on goal-setting and appraisal)thescienceoffitforcestheorganizationtounderstandsuccess drivers at an individual level Organizations can identify these drivers by studying the characteristics of high-performersmdashand then use this information to help managers to better hire developandcoachtofit
Whenappliedacrossanorganizationthescienceoffithelpsleadersto create a strong and enduring company culturemdashone which attractstherightpeopleandencouragespeopletofindthebestroles where they can add the most value Engagement levels go up and the organization becomes more agile and customer-focused3 e
1 For more information The Science of Fit Using Psychology to Replicate High
Performance Bersin amp Associates Josh Bersin May 2011 Available to research members
at wwwbersincomlibrary2 ldquoJobfitrdquoreferstotheassessmentofcurrentknowledgeskillscompetenciesand
otherkeyqualificationsofanindividualagainsttherequirementsofaspecificrole
current or future3 For more information The Science of Fit Using Psychology to Replicate High
Performance Bersin amp Associates Josh Bersin May 2011
Thescienceoffitforces
the organization to
understand success drivers
at an individual level
K E Y P O I N T
Managing Candidate Interviews 7
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
HR professionals charged with hiring responsibilities seek ways to better standardize the interview process predict the likelihood of a candidatersquos success and eliminate bias from the process Too often today interviews are unstructured and rely on the skills and perhaps even the whims of a particular hiring manager The conversation may focus on irrelevant questions(suchasldquoWhatdoyouwanttodofiveyearsfromnowrdquo)ratherthanprobingintothecandidatersquospotentialtofulfillthejobathandFurtherevaluatingthequalityofinterviewsmaybedifficultforthe hiring team as rating or scoring is often inconsistent or based on non-job-related factors
HR professionals
seek ways to better
standardize the interview
process predict the
likelihood of a candidatersquos
success and eliminate bias
from the process
K E Y P O I N T
Managing Candidate Interviews 8
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Solutions TodayTechnologies that address interviewing often include tips for better interviewing clear warnings about off-limits discussion areas or questionsandguidelinesforproductiveprehireconversations (see Figure 1)4 Solutions can include libraries of job-related interview questionsaswellastheabilityforinterviewerstoaddtheirownwhileallowingthecaptureofthequestionsandanswersfromtheactual interview Many advances in interview management have beenmadeincludingapplicationsspecifictotheinterviewprocessvideo interviewing (either live or recorded) and mobile voice video interviewing via smartphones or other mobile devices Notes and in some cases the interviews themselves are sharable across the hiring team as well
4 There are also many sources of interviewing tips and guidelines available online
oftenatnochargeforexampleseeCareerBuilderrsquosldquoFromQampAtoZTheHiring
ManagerrsquosCompleteHiringGuiderdquolocatedathttpwwwcareerbuildercommunications
compdfinterviewing_ebookpdf
Technologies that
address interviewing
often include tips for
better interviewing clear
warnings about off-
limits discussion areas or
questionsandguidelines
for productive prehire
conversations
K E Y P O I N T
Managing Candidate Interviews 9
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 1 Job-Relevant Interview Guide
Source Checquedcom 2013
Managing Candidate Interviews 10
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video Interviewing
Video interviews can provide advantages to both parties For example candidates can easily erase and recreate their interview videos Further this technology eliminates the cost of transportation to and from physical interviews and allows multiple reviewers (some of whom may not be available to meet with the candidate) the option of viewing the same video
Since 2011 the use of video interviewing has risen by 49 percent5 An August2012surveyfromstaffingserviceOfficeTeamaskedmorethan500 HR managers about their use of video interviews Results showed that667percentusevideointerviewsldquoveryoftenrdquoandanother10percentusethetechnologyldquosomewhatoftenrdquo6 Many companies (generally young ones including Active Interview CareerCam Green Job Interview HireVue InterviewStream Montage Talent OVIA TalentVX VidCruiterandZuzuHire)arenowprovidingvideo-interviewingsolutions Similarly some systems now support the similar concept of video cover letters
5 SourceldquoVideoInterviewing101rdquoPsychology Today Bernardo Tirado
August 13 2013 httpwwwpsychologytodaycomblogdigital-leaders201308
video-interviewing-101comments6 Sources(1)ldquoStudyTwoThirdsofHRManagersUsingVideoInterviewsrdquoRIVScom
Katherine Leonard April 25 2013 httpsblogrivscom201304study-two-thirds-of-hr-
managers-using-video-interviews(2)ldquoSurveySixin10CompaniesConductVideoJob
InterviewsrdquoPRNewswireOfficeTeamAugust302012httpwwwprnewswirecom
news-releasessurvey-six-in-10-companies-conduct-video-job-interviews-167973406html
Since 2011 the use of
video interviewing has
risen by 49 percent
K E Y P O I N T
Managing Candidate Interviews 11
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing has the advantage of presenting candidates with standardizedquestionssothatallintervieweescanrespondtoexactlythe same processes In the example shown in Figure 2 the interviewee canseethequestionsandmakenotesforherselftoguideherresponsesasshemovesthroughtherecordedinterviewAsthefinalstepintheprocess interviewees can review their recordings prior to submitting them to the recruiter or hiring managerMontage Talent 2013 the candidatersquos
view Figure 2 Candidatersquos View of a Video-Interviewing Portal
Source Montage Talent 2013
Managing Candidate Interviews 12
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing often includes simulations in which candidates respondtospecificjob-relatedsituationsIntheexampleshowninFigure3 the candidate reviews video content provided by the interviewer and is asked to respond as though he was responding to the irate customer represented in the video When the candidate has watched the video and isreadytorespondhewillclickldquoStartRecordingrdquo
Figure 3 Video Response to a Simulated Customer
Source HireVue 2013
Hirevue 2013
Managing Candidate Interviews 13
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Candidate Comparison via Video Interviewing
Manager recruiter dashboards allow hiring managers to compare candidatesusingtheiranswerstoaspecificquestion(seeFigure4)This makes it more convenient for hiring managers to review all of the candidates after interviewing has been completed allowing an easy ldquosecondlookrdquoacrossthecandidatesthatwouldnotbepossiblewith live interviews
Figure 4 Video Comparison of Candidates
Source Montage Talent Inc 2013
Montage 2013
Managing Candidate Interviews 14
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
With video- or mobile-interview capture technology can eliminate the often high costs of face-to-face interviews while preserving the ability of the hiring organization to get a sense of the candidatersquos personality enthusiasmpoisevoicequalityandthelike
Interview Management via Mobile Devices
Like video interviewing interviews via mobile technologies are maintained through a third-party cloud solution whereby the provider stores the intervieweesrsquo videos for later viewing by hiring managers (see Figure 5) This provides several advantages
bull Allowsforeasycomparisonbetweenrecordedcandidates
bull Givescandidatestheabilitytoanswerinterviewquestionsfromhome
bull Enableshiringmanagersandrecruitingstafftosharereviewandperhaps re-review interviews at a later time
Hirevue 2013
Figure 5 Interviewing via Mobile Phone
Source HireVue 2013
Managing Candidate Interviews 15
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Group interviews can also be accommodated using mobile devices along with technologies such as Skype or AdobeConnect presenting an alternative to computer-based interviewing (see Figure 6)
Mobile support for interviewing is not used solely to present candidates to interviewers Interviewers can also use mobile solutions to evaluate candidatesandquicklysubmittheirresultingopinionsandratingstothehiring management system (see Figure 7) Increasingly applicant tracking systems include mobile device apps that enable recruiters and hiring managerstorecordinterviewresultsquicklyandaccuratelyfromanylocation while impressions from the interview are still fresh
Montage Talent 2013
Figure 6 Group Interview of a Candidate via Mobile Phone
Source Montage Talent Inc 2013
Managing Candidate Interviews 16
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Interview Management in Applicant Tracking Systems
While the examples shown in Figures 2 through 7 are from standalone video-interviewing solutions video interviewing is also increasingly being embedded within hiring management systems themselves JobVite for example has announced that it will make such interviewing a part of its product giving customers the advantage of retaining the videos themselves which may be important for later compliance purposes OtherprovidersoftalentacquisitionproductsarefollowingsuitInadditiontodayrsquostalentacquisitionsolutionsoftenofferavarietyofhelpful features to enable candidate interview management Some feature sets can manage scheduling provide interview forms for recording and maintaining interview content and offer a format for
Figure 7 Mobile Applications Ease Interview Management and Data Collection
Source SuccessFactors (an SAP company) 2013
successFactors 2013 Used with permission
Todayrsquostalentacquisition
solutions often offer a
variety of helpful features
to enable candidate
interview management
K E Y P O I N T
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 4
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
TABLE OF CONTENTS
Introduction 5
Why We Interview 6
Solutions Today 8
Video Interviewing 10
Interview Management via Mobile Devices 14
Interview Management in Applicant Tracking Systems 16
Evaluating Interviews 21
Avoiding Taboo Subject Areas 22
Conclusion 24
Key Takeaways 25
Application and Practice 26
Related Research 26
Appendix I Research Methodology 28
Appendix II Table of Figures 31
About Us 32
Managing Candidate Interviews 5
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
IntroductionInterviews have long been an integral part of the hiring management process they can make or break the candidacy of an applicant or ruin the recruiting attempts of a hiring organization This research report looks at the tools used by hiring managers and other professionals whointerviewcandidatesSpecificallywelookatthoseareasinwhichtechnology can make the process simpler and more consistent for interviewers as well as more productive for hiring organizations while supportingthefairandequitableprocessesHRprofessionalsseektouphold in hiring
Managing Candidate Interviews 6
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Why We InterviewPeak-performing companies know how to make great hiring decisions for their businesses and for each individual role these organizations outdistance their competition by understanding how to select and promote the right people1Thesecompanieshaveidentifiedthepersonality types and traits that reinforce their business proposition and culture largely by studying the characteristics of high performers Peak-performingorganizationsfocusonwhotheyhirenotjustldquowhatrdquopeople do High-performing HR functions build the tools and systems to help their managers and leaders to assess and attract the right type of person for each particular job
Themysteriouselementreferredtoascandidateldquofit2rdquoisoneofthemainreasons why we use the interviewing process Through interviewing we hope to see beyond those things listed on a candidatersquos reacutesumeacute or social-mediaprofile
Fit is a simple but profound concept that managers at all levelsshouldunderstandUnlikethetraditionalperformancemanagement process (which focuses on goal-setting and appraisal)thescienceoffitforcestheorganizationtounderstandsuccess drivers at an individual level Organizations can identify these drivers by studying the characteristics of high-performersmdashand then use this information to help managers to better hire developandcoachtofit
Whenappliedacrossanorganizationthescienceoffithelpsleadersto create a strong and enduring company culturemdashone which attractstherightpeopleandencouragespeopletofindthebestroles where they can add the most value Engagement levels go up and the organization becomes more agile and customer-focused3 e
1 For more information The Science of Fit Using Psychology to Replicate High
Performance Bersin amp Associates Josh Bersin May 2011 Available to research members
at wwwbersincomlibrary2 ldquoJobfitrdquoreferstotheassessmentofcurrentknowledgeskillscompetenciesand
otherkeyqualificationsofanindividualagainsttherequirementsofaspecificrole
current or future3 For more information The Science of Fit Using Psychology to Replicate High
Performance Bersin amp Associates Josh Bersin May 2011
Thescienceoffitforces
the organization to
understand success drivers
at an individual level
K E Y P O I N T
Managing Candidate Interviews 7
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
HR professionals charged with hiring responsibilities seek ways to better standardize the interview process predict the likelihood of a candidatersquos success and eliminate bias from the process Too often today interviews are unstructured and rely on the skills and perhaps even the whims of a particular hiring manager The conversation may focus on irrelevant questions(suchasldquoWhatdoyouwanttodofiveyearsfromnowrdquo)ratherthanprobingintothecandidatersquospotentialtofulfillthejobathandFurtherevaluatingthequalityofinterviewsmaybedifficultforthe hiring team as rating or scoring is often inconsistent or based on non-job-related factors
HR professionals
seek ways to better
standardize the interview
process predict the
likelihood of a candidatersquos
success and eliminate bias
from the process
K E Y P O I N T
Managing Candidate Interviews 8
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Solutions TodayTechnologies that address interviewing often include tips for better interviewing clear warnings about off-limits discussion areas or questionsandguidelinesforproductiveprehireconversations (see Figure 1)4 Solutions can include libraries of job-related interview questionsaswellastheabilityforinterviewerstoaddtheirownwhileallowingthecaptureofthequestionsandanswersfromtheactual interview Many advances in interview management have beenmadeincludingapplicationsspecifictotheinterviewprocessvideo interviewing (either live or recorded) and mobile voice video interviewing via smartphones or other mobile devices Notes and in some cases the interviews themselves are sharable across the hiring team as well
4 There are also many sources of interviewing tips and guidelines available online
oftenatnochargeforexampleseeCareerBuilderrsquosldquoFromQampAtoZTheHiring
ManagerrsquosCompleteHiringGuiderdquolocatedathttpwwwcareerbuildercommunications
compdfinterviewing_ebookpdf
Technologies that
address interviewing
often include tips for
better interviewing clear
warnings about off-
limits discussion areas or
questionsandguidelines
for productive prehire
conversations
K E Y P O I N T
Managing Candidate Interviews 9
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 1 Job-Relevant Interview Guide
Source Checquedcom 2013
Managing Candidate Interviews 10
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video Interviewing
Video interviews can provide advantages to both parties For example candidates can easily erase and recreate their interview videos Further this technology eliminates the cost of transportation to and from physical interviews and allows multiple reviewers (some of whom may not be available to meet with the candidate) the option of viewing the same video
Since 2011 the use of video interviewing has risen by 49 percent5 An August2012surveyfromstaffingserviceOfficeTeamaskedmorethan500 HR managers about their use of video interviews Results showed that667percentusevideointerviewsldquoveryoftenrdquoandanother10percentusethetechnologyldquosomewhatoftenrdquo6 Many companies (generally young ones including Active Interview CareerCam Green Job Interview HireVue InterviewStream Montage Talent OVIA TalentVX VidCruiterandZuzuHire)arenowprovidingvideo-interviewingsolutions Similarly some systems now support the similar concept of video cover letters
5 SourceldquoVideoInterviewing101rdquoPsychology Today Bernardo Tirado
August 13 2013 httpwwwpsychologytodaycomblogdigital-leaders201308
video-interviewing-101comments6 Sources(1)ldquoStudyTwoThirdsofHRManagersUsingVideoInterviewsrdquoRIVScom
Katherine Leonard April 25 2013 httpsblogrivscom201304study-two-thirds-of-hr-
managers-using-video-interviews(2)ldquoSurveySixin10CompaniesConductVideoJob
InterviewsrdquoPRNewswireOfficeTeamAugust302012httpwwwprnewswirecom
news-releasessurvey-six-in-10-companies-conduct-video-job-interviews-167973406html
Since 2011 the use of
video interviewing has
risen by 49 percent
K E Y P O I N T
Managing Candidate Interviews 11
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing has the advantage of presenting candidates with standardizedquestionssothatallintervieweescanrespondtoexactlythe same processes In the example shown in Figure 2 the interviewee canseethequestionsandmakenotesforherselftoguideherresponsesasshemovesthroughtherecordedinterviewAsthefinalstepintheprocess interviewees can review their recordings prior to submitting them to the recruiter or hiring managerMontage Talent 2013 the candidatersquos
view Figure 2 Candidatersquos View of a Video-Interviewing Portal
Source Montage Talent 2013
Managing Candidate Interviews 12
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing often includes simulations in which candidates respondtospecificjob-relatedsituationsIntheexampleshowninFigure3 the candidate reviews video content provided by the interviewer and is asked to respond as though he was responding to the irate customer represented in the video When the candidate has watched the video and isreadytorespondhewillclickldquoStartRecordingrdquo
Figure 3 Video Response to a Simulated Customer
Source HireVue 2013
Hirevue 2013
Managing Candidate Interviews 13
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Candidate Comparison via Video Interviewing
Manager recruiter dashboards allow hiring managers to compare candidatesusingtheiranswerstoaspecificquestion(seeFigure4)This makes it more convenient for hiring managers to review all of the candidates after interviewing has been completed allowing an easy ldquosecondlookrdquoacrossthecandidatesthatwouldnotbepossiblewith live interviews
Figure 4 Video Comparison of Candidates
Source Montage Talent Inc 2013
Montage 2013
Managing Candidate Interviews 14
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
With video- or mobile-interview capture technology can eliminate the often high costs of face-to-face interviews while preserving the ability of the hiring organization to get a sense of the candidatersquos personality enthusiasmpoisevoicequalityandthelike
Interview Management via Mobile Devices
Like video interviewing interviews via mobile technologies are maintained through a third-party cloud solution whereby the provider stores the intervieweesrsquo videos for later viewing by hiring managers (see Figure 5) This provides several advantages
bull Allowsforeasycomparisonbetweenrecordedcandidates
bull Givescandidatestheabilitytoanswerinterviewquestionsfromhome
bull Enableshiringmanagersandrecruitingstafftosharereviewandperhaps re-review interviews at a later time
Hirevue 2013
Figure 5 Interviewing via Mobile Phone
Source HireVue 2013
Managing Candidate Interviews 15
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Group interviews can also be accommodated using mobile devices along with technologies such as Skype or AdobeConnect presenting an alternative to computer-based interviewing (see Figure 6)
Mobile support for interviewing is not used solely to present candidates to interviewers Interviewers can also use mobile solutions to evaluate candidatesandquicklysubmittheirresultingopinionsandratingstothehiring management system (see Figure 7) Increasingly applicant tracking systems include mobile device apps that enable recruiters and hiring managerstorecordinterviewresultsquicklyandaccuratelyfromanylocation while impressions from the interview are still fresh
Montage Talent 2013
Figure 6 Group Interview of a Candidate via Mobile Phone
Source Montage Talent Inc 2013
Managing Candidate Interviews 16
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Interview Management in Applicant Tracking Systems
While the examples shown in Figures 2 through 7 are from standalone video-interviewing solutions video interviewing is also increasingly being embedded within hiring management systems themselves JobVite for example has announced that it will make such interviewing a part of its product giving customers the advantage of retaining the videos themselves which may be important for later compliance purposes OtherprovidersoftalentacquisitionproductsarefollowingsuitInadditiontodayrsquostalentacquisitionsolutionsoftenofferavarietyofhelpful features to enable candidate interview management Some feature sets can manage scheduling provide interview forms for recording and maintaining interview content and offer a format for
Figure 7 Mobile Applications Ease Interview Management and Data Collection
Source SuccessFactors (an SAP company) 2013
successFactors 2013 Used with permission
Todayrsquostalentacquisition
solutions often offer a
variety of helpful features
to enable candidate
interview management
K E Y P O I N T
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 5
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
IntroductionInterviews have long been an integral part of the hiring management process they can make or break the candidacy of an applicant or ruin the recruiting attempts of a hiring organization This research report looks at the tools used by hiring managers and other professionals whointerviewcandidatesSpecificallywelookatthoseareasinwhichtechnology can make the process simpler and more consistent for interviewers as well as more productive for hiring organizations while supportingthefairandequitableprocessesHRprofessionalsseektouphold in hiring
Managing Candidate Interviews 6
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Why We InterviewPeak-performing companies know how to make great hiring decisions for their businesses and for each individual role these organizations outdistance their competition by understanding how to select and promote the right people1Thesecompanieshaveidentifiedthepersonality types and traits that reinforce their business proposition and culture largely by studying the characteristics of high performers Peak-performingorganizationsfocusonwhotheyhirenotjustldquowhatrdquopeople do High-performing HR functions build the tools and systems to help their managers and leaders to assess and attract the right type of person for each particular job
Themysteriouselementreferredtoascandidateldquofit2rdquoisoneofthemainreasons why we use the interviewing process Through interviewing we hope to see beyond those things listed on a candidatersquos reacutesumeacute or social-mediaprofile
Fit is a simple but profound concept that managers at all levelsshouldunderstandUnlikethetraditionalperformancemanagement process (which focuses on goal-setting and appraisal)thescienceoffitforcestheorganizationtounderstandsuccess drivers at an individual level Organizations can identify these drivers by studying the characteristics of high-performersmdashand then use this information to help managers to better hire developandcoachtofit
Whenappliedacrossanorganizationthescienceoffithelpsleadersto create a strong and enduring company culturemdashone which attractstherightpeopleandencouragespeopletofindthebestroles where they can add the most value Engagement levels go up and the organization becomes more agile and customer-focused3 e
1 For more information The Science of Fit Using Psychology to Replicate High
Performance Bersin amp Associates Josh Bersin May 2011 Available to research members
at wwwbersincomlibrary2 ldquoJobfitrdquoreferstotheassessmentofcurrentknowledgeskillscompetenciesand
otherkeyqualificationsofanindividualagainsttherequirementsofaspecificrole
current or future3 For more information The Science of Fit Using Psychology to Replicate High
Performance Bersin amp Associates Josh Bersin May 2011
Thescienceoffitforces
the organization to
understand success drivers
at an individual level
K E Y P O I N T
Managing Candidate Interviews 7
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
HR professionals charged with hiring responsibilities seek ways to better standardize the interview process predict the likelihood of a candidatersquos success and eliminate bias from the process Too often today interviews are unstructured and rely on the skills and perhaps even the whims of a particular hiring manager The conversation may focus on irrelevant questions(suchasldquoWhatdoyouwanttodofiveyearsfromnowrdquo)ratherthanprobingintothecandidatersquospotentialtofulfillthejobathandFurtherevaluatingthequalityofinterviewsmaybedifficultforthe hiring team as rating or scoring is often inconsistent or based on non-job-related factors
HR professionals
seek ways to better
standardize the interview
process predict the
likelihood of a candidatersquos
success and eliminate bias
from the process
K E Y P O I N T
Managing Candidate Interviews 8
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Solutions TodayTechnologies that address interviewing often include tips for better interviewing clear warnings about off-limits discussion areas or questionsandguidelinesforproductiveprehireconversations (see Figure 1)4 Solutions can include libraries of job-related interview questionsaswellastheabilityforinterviewerstoaddtheirownwhileallowingthecaptureofthequestionsandanswersfromtheactual interview Many advances in interview management have beenmadeincludingapplicationsspecifictotheinterviewprocessvideo interviewing (either live or recorded) and mobile voice video interviewing via smartphones or other mobile devices Notes and in some cases the interviews themselves are sharable across the hiring team as well
4 There are also many sources of interviewing tips and guidelines available online
oftenatnochargeforexampleseeCareerBuilderrsquosldquoFromQampAtoZTheHiring
ManagerrsquosCompleteHiringGuiderdquolocatedathttpwwwcareerbuildercommunications
compdfinterviewing_ebookpdf
Technologies that
address interviewing
often include tips for
better interviewing clear
warnings about off-
limits discussion areas or
questionsandguidelines
for productive prehire
conversations
K E Y P O I N T
Managing Candidate Interviews 9
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 1 Job-Relevant Interview Guide
Source Checquedcom 2013
Managing Candidate Interviews 10
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video Interviewing
Video interviews can provide advantages to both parties For example candidates can easily erase and recreate their interview videos Further this technology eliminates the cost of transportation to and from physical interviews and allows multiple reviewers (some of whom may not be available to meet with the candidate) the option of viewing the same video
Since 2011 the use of video interviewing has risen by 49 percent5 An August2012surveyfromstaffingserviceOfficeTeamaskedmorethan500 HR managers about their use of video interviews Results showed that667percentusevideointerviewsldquoveryoftenrdquoandanother10percentusethetechnologyldquosomewhatoftenrdquo6 Many companies (generally young ones including Active Interview CareerCam Green Job Interview HireVue InterviewStream Montage Talent OVIA TalentVX VidCruiterandZuzuHire)arenowprovidingvideo-interviewingsolutions Similarly some systems now support the similar concept of video cover letters
5 SourceldquoVideoInterviewing101rdquoPsychology Today Bernardo Tirado
August 13 2013 httpwwwpsychologytodaycomblogdigital-leaders201308
video-interviewing-101comments6 Sources(1)ldquoStudyTwoThirdsofHRManagersUsingVideoInterviewsrdquoRIVScom
Katherine Leonard April 25 2013 httpsblogrivscom201304study-two-thirds-of-hr-
managers-using-video-interviews(2)ldquoSurveySixin10CompaniesConductVideoJob
InterviewsrdquoPRNewswireOfficeTeamAugust302012httpwwwprnewswirecom
news-releasessurvey-six-in-10-companies-conduct-video-job-interviews-167973406html
Since 2011 the use of
video interviewing has
risen by 49 percent
K E Y P O I N T
Managing Candidate Interviews 11
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing has the advantage of presenting candidates with standardizedquestionssothatallintervieweescanrespondtoexactlythe same processes In the example shown in Figure 2 the interviewee canseethequestionsandmakenotesforherselftoguideherresponsesasshemovesthroughtherecordedinterviewAsthefinalstepintheprocess interviewees can review their recordings prior to submitting them to the recruiter or hiring managerMontage Talent 2013 the candidatersquos
view Figure 2 Candidatersquos View of a Video-Interviewing Portal
Source Montage Talent 2013
Managing Candidate Interviews 12
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing often includes simulations in which candidates respondtospecificjob-relatedsituationsIntheexampleshowninFigure3 the candidate reviews video content provided by the interviewer and is asked to respond as though he was responding to the irate customer represented in the video When the candidate has watched the video and isreadytorespondhewillclickldquoStartRecordingrdquo
Figure 3 Video Response to a Simulated Customer
Source HireVue 2013
Hirevue 2013
Managing Candidate Interviews 13
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Candidate Comparison via Video Interviewing
Manager recruiter dashboards allow hiring managers to compare candidatesusingtheiranswerstoaspecificquestion(seeFigure4)This makes it more convenient for hiring managers to review all of the candidates after interviewing has been completed allowing an easy ldquosecondlookrdquoacrossthecandidatesthatwouldnotbepossiblewith live interviews
Figure 4 Video Comparison of Candidates
Source Montage Talent Inc 2013
Montage 2013
Managing Candidate Interviews 14
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
With video- or mobile-interview capture technology can eliminate the often high costs of face-to-face interviews while preserving the ability of the hiring organization to get a sense of the candidatersquos personality enthusiasmpoisevoicequalityandthelike
Interview Management via Mobile Devices
Like video interviewing interviews via mobile technologies are maintained through a third-party cloud solution whereby the provider stores the intervieweesrsquo videos for later viewing by hiring managers (see Figure 5) This provides several advantages
bull Allowsforeasycomparisonbetweenrecordedcandidates
bull Givescandidatestheabilitytoanswerinterviewquestionsfromhome
bull Enableshiringmanagersandrecruitingstafftosharereviewandperhaps re-review interviews at a later time
Hirevue 2013
Figure 5 Interviewing via Mobile Phone
Source HireVue 2013
Managing Candidate Interviews 15
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Group interviews can also be accommodated using mobile devices along with technologies such as Skype or AdobeConnect presenting an alternative to computer-based interviewing (see Figure 6)
Mobile support for interviewing is not used solely to present candidates to interviewers Interviewers can also use mobile solutions to evaluate candidatesandquicklysubmittheirresultingopinionsandratingstothehiring management system (see Figure 7) Increasingly applicant tracking systems include mobile device apps that enable recruiters and hiring managerstorecordinterviewresultsquicklyandaccuratelyfromanylocation while impressions from the interview are still fresh
Montage Talent 2013
Figure 6 Group Interview of a Candidate via Mobile Phone
Source Montage Talent Inc 2013
Managing Candidate Interviews 16
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Interview Management in Applicant Tracking Systems
While the examples shown in Figures 2 through 7 are from standalone video-interviewing solutions video interviewing is also increasingly being embedded within hiring management systems themselves JobVite for example has announced that it will make such interviewing a part of its product giving customers the advantage of retaining the videos themselves which may be important for later compliance purposes OtherprovidersoftalentacquisitionproductsarefollowingsuitInadditiontodayrsquostalentacquisitionsolutionsoftenofferavarietyofhelpful features to enable candidate interview management Some feature sets can manage scheduling provide interview forms for recording and maintaining interview content and offer a format for
Figure 7 Mobile Applications Ease Interview Management and Data Collection
Source SuccessFactors (an SAP company) 2013
successFactors 2013 Used with permission
Todayrsquostalentacquisition
solutions often offer a
variety of helpful features
to enable candidate
interview management
K E Y P O I N T
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 6
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Why We InterviewPeak-performing companies know how to make great hiring decisions for their businesses and for each individual role these organizations outdistance their competition by understanding how to select and promote the right people1Thesecompanieshaveidentifiedthepersonality types and traits that reinforce their business proposition and culture largely by studying the characteristics of high performers Peak-performingorganizationsfocusonwhotheyhirenotjustldquowhatrdquopeople do High-performing HR functions build the tools and systems to help their managers and leaders to assess and attract the right type of person for each particular job
Themysteriouselementreferredtoascandidateldquofit2rdquoisoneofthemainreasons why we use the interviewing process Through interviewing we hope to see beyond those things listed on a candidatersquos reacutesumeacute or social-mediaprofile
Fit is a simple but profound concept that managers at all levelsshouldunderstandUnlikethetraditionalperformancemanagement process (which focuses on goal-setting and appraisal)thescienceoffitforcestheorganizationtounderstandsuccess drivers at an individual level Organizations can identify these drivers by studying the characteristics of high-performersmdashand then use this information to help managers to better hire developandcoachtofit
Whenappliedacrossanorganizationthescienceoffithelpsleadersto create a strong and enduring company culturemdashone which attractstherightpeopleandencouragespeopletofindthebestroles where they can add the most value Engagement levels go up and the organization becomes more agile and customer-focused3 e
1 For more information The Science of Fit Using Psychology to Replicate High
Performance Bersin amp Associates Josh Bersin May 2011 Available to research members
at wwwbersincomlibrary2 ldquoJobfitrdquoreferstotheassessmentofcurrentknowledgeskillscompetenciesand
otherkeyqualificationsofanindividualagainsttherequirementsofaspecificrole
current or future3 For more information The Science of Fit Using Psychology to Replicate High
Performance Bersin amp Associates Josh Bersin May 2011
Thescienceoffitforces
the organization to
understand success drivers
at an individual level
K E Y P O I N T
Managing Candidate Interviews 7
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
HR professionals charged with hiring responsibilities seek ways to better standardize the interview process predict the likelihood of a candidatersquos success and eliminate bias from the process Too often today interviews are unstructured and rely on the skills and perhaps even the whims of a particular hiring manager The conversation may focus on irrelevant questions(suchasldquoWhatdoyouwanttodofiveyearsfromnowrdquo)ratherthanprobingintothecandidatersquospotentialtofulfillthejobathandFurtherevaluatingthequalityofinterviewsmaybedifficultforthe hiring team as rating or scoring is often inconsistent or based on non-job-related factors
HR professionals
seek ways to better
standardize the interview
process predict the
likelihood of a candidatersquos
success and eliminate bias
from the process
K E Y P O I N T
Managing Candidate Interviews 8
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Solutions TodayTechnologies that address interviewing often include tips for better interviewing clear warnings about off-limits discussion areas or questionsandguidelinesforproductiveprehireconversations (see Figure 1)4 Solutions can include libraries of job-related interview questionsaswellastheabilityforinterviewerstoaddtheirownwhileallowingthecaptureofthequestionsandanswersfromtheactual interview Many advances in interview management have beenmadeincludingapplicationsspecifictotheinterviewprocessvideo interviewing (either live or recorded) and mobile voice video interviewing via smartphones or other mobile devices Notes and in some cases the interviews themselves are sharable across the hiring team as well
4 There are also many sources of interviewing tips and guidelines available online
oftenatnochargeforexampleseeCareerBuilderrsquosldquoFromQampAtoZTheHiring
ManagerrsquosCompleteHiringGuiderdquolocatedathttpwwwcareerbuildercommunications
compdfinterviewing_ebookpdf
Technologies that
address interviewing
often include tips for
better interviewing clear
warnings about off-
limits discussion areas or
questionsandguidelines
for productive prehire
conversations
K E Y P O I N T
Managing Candidate Interviews 9
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 1 Job-Relevant Interview Guide
Source Checquedcom 2013
Managing Candidate Interviews 10
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video Interviewing
Video interviews can provide advantages to both parties For example candidates can easily erase and recreate their interview videos Further this technology eliminates the cost of transportation to and from physical interviews and allows multiple reviewers (some of whom may not be available to meet with the candidate) the option of viewing the same video
Since 2011 the use of video interviewing has risen by 49 percent5 An August2012surveyfromstaffingserviceOfficeTeamaskedmorethan500 HR managers about their use of video interviews Results showed that667percentusevideointerviewsldquoveryoftenrdquoandanother10percentusethetechnologyldquosomewhatoftenrdquo6 Many companies (generally young ones including Active Interview CareerCam Green Job Interview HireVue InterviewStream Montage Talent OVIA TalentVX VidCruiterandZuzuHire)arenowprovidingvideo-interviewingsolutions Similarly some systems now support the similar concept of video cover letters
5 SourceldquoVideoInterviewing101rdquoPsychology Today Bernardo Tirado
August 13 2013 httpwwwpsychologytodaycomblogdigital-leaders201308
video-interviewing-101comments6 Sources(1)ldquoStudyTwoThirdsofHRManagersUsingVideoInterviewsrdquoRIVScom
Katherine Leonard April 25 2013 httpsblogrivscom201304study-two-thirds-of-hr-
managers-using-video-interviews(2)ldquoSurveySixin10CompaniesConductVideoJob
InterviewsrdquoPRNewswireOfficeTeamAugust302012httpwwwprnewswirecom
news-releasessurvey-six-in-10-companies-conduct-video-job-interviews-167973406html
Since 2011 the use of
video interviewing has
risen by 49 percent
K E Y P O I N T
Managing Candidate Interviews 11
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing has the advantage of presenting candidates with standardizedquestionssothatallintervieweescanrespondtoexactlythe same processes In the example shown in Figure 2 the interviewee canseethequestionsandmakenotesforherselftoguideherresponsesasshemovesthroughtherecordedinterviewAsthefinalstepintheprocess interviewees can review their recordings prior to submitting them to the recruiter or hiring managerMontage Talent 2013 the candidatersquos
view Figure 2 Candidatersquos View of a Video-Interviewing Portal
Source Montage Talent 2013
Managing Candidate Interviews 12
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing often includes simulations in which candidates respondtospecificjob-relatedsituationsIntheexampleshowninFigure3 the candidate reviews video content provided by the interviewer and is asked to respond as though he was responding to the irate customer represented in the video When the candidate has watched the video and isreadytorespondhewillclickldquoStartRecordingrdquo
Figure 3 Video Response to a Simulated Customer
Source HireVue 2013
Hirevue 2013
Managing Candidate Interviews 13
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Candidate Comparison via Video Interviewing
Manager recruiter dashboards allow hiring managers to compare candidatesusingtheiranswerstoaspecificquestion(seeFigure4)This makes it more convenient for hiring managers to review all of the candidates after interviewing has been completed allowing an easy ldquosecondlookrdquoacrossthecandidatesthatwouldnotbepossiblewith live interviews
Figure 4 Video Comparison of Candidates
Source Montage Talent Inc 2013
Montage 2013
Managing Candidate Interviews 14
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
With video- or mobile-interview capture technology can eliminate the often high costs of face-to-face interviews while preserving the ability of the hiring organization to get a sense of the candidatersquos personality enthusiasmpoisevoicequalityandthelike
Interview Management via Mobile Devices
Like video interviewing interviews via mobile technologies are maintained through a third-party cloud solution whereby the provider stores the intervieweesrsquo videos for later viewing by hiring managers (see Figure 5) This provides several advantages
bull Allowsforeasycomparisonbetweenrecordedcandidates
bull Givescandidatestheabilitytoanswerinterviewquestionsfromhome
bull Enableshiringmanagersandrecruitingstafftosharereviewandperhaps re-review interviews at a later time
Hirevue 2013
Figure 5 Interviewing via Mobile Phone
Source HireVue 2013
Managing Candidate Interviews 15
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Group interviews can also be accommodated using mobile devices along with technologies such as Skype or AdobeConnect presenting an alternative to computer-based interviewing (see Figure 6)
Mobile support for interviewing is not used solely to present candidates to interviewers Interviewers can also use mobile solutions to evaluate candidatesandquicklysubmittheirresultingopinionsandratingstothehiring management system (see Figure 7) Increasingly applicant tracking systems include mobile device apps that enable recruiters and hiring managerstorecordinterviewresultsquicklyandaccuratelyfromanylocation while impressions from the interview are still fresh
Montage Talent 2013
Figure 6 Group Interview of a Candidate via Mobile Phone
Source Montage Talent Inc 2013
Managing Candidate Interviews 16
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Interview Management in Applicant Tracking Systems
While the examples shown in Figures 2 through 7 are from standalone video-interviewing solutions video interviewing is also increasingly being embedded within hiring management systems themselves JobVite for example has announced that it will make such interviewing a part of its product giving customers the advantage of retaining the videos themselves which may be important for later compliance purposes OtherprovidersoftalentacquisitionproductsarefollowingsuitInadditiontodayrsquostalentacquisitionsolutionsoftenofferavarietyofhelpful features to enable candidate interview management Some feature sets can manage scheduling provide interview forms for recording and maintaining interview content and offer a format for
Figure 7 Mobile Applications Ease Interview Management and Data Collection
Source SuccessFactors (an SAP company) 2013
successFactors 2013 Used with permission
Todayrsquostalentacquisition
solutions often offer a
variety of helpful features
to enable candidate
interview management
K E Y P O I N T
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 7
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
HR professionals charged with hiring responsibilities seek ways to better standardize the interview process predict the likelihood of a candidatersquos success and eliminate bias from the process Too often today interviews are unstructured and rely on the skills and perhaps even the whims of a particular hiring manager The conversation may focus on irrelevant questions(suchasldquoWhatdoyouwanttodofiveyearsfromnowrdquo)ratherthanprobingintothecandidatersquospotentialtofulfillthejobathandFurtherevaluatingthequalityofinterviewsmaybedifficultforthe hiring team as rating or scoring is often inconsistent or based on non-job-related factors
HR professionals
seek ways to better
standardize the interview
process predict the
likelihood of a candidatersquos
success and eliminate bias
from the process
K E Y P O I N T
Managing Candidate Interviews 8
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Solutions TodayTechnologies that address interviewing often include tips for better interviewing clear warnings about off-limits discussion areas or questionsandguidelinesforproductiveprehireconversations (see Figure 1)4 Solutions can include libraries of job-related interview questionsaswellastheabilityforinterviewerstoaddtheirownwhileallowingthecaptureofthequestionsandanswersfromtheactual interview Many advances in interview management have beenmadeincludingapplicationsspecifictotheinterviewprocessvideo interviewing (either live or recorded) and mobile voice video interviewing via smartphones or other mobile devices Notes and in some cases the interviews themselves are sharable across the hiring team as well
4 There are also many sources of interviewing tips and guidelines available online
oftenatnochargeforexampleseeCareerBuilderrsquosldquoFromQampAtoZTheHiring
ManagerrsquosCompleteHiringGuiderdquolocatedathttpwwwcareerbuildercommunications
compdfinterviewing_ebookpdf
Technologies that
address interviewing
often include tips for
better interviewing clear
warnings about off-
limits discussion areas or
questionsandguidelines
for productive prehire
conversations
K E Y P O I N T
Managing Candidate Interviews 9
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 1 Job-Relevant Interview Guide
Source Checquedcom 2013
Managing Candidate Interviews 10
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video Interviewing
Video interviews can provide advantages to both parties For example candidates can easily erase and recreate their interview videos Further this technology eliminates the cost of transportation to and from physical interviews and allows multiple reviewers (some of whom may not be available to meet with the candidate) the option of viewing the same video
Since 2011 the use of video interviewing has risen by 49 percent5 An August2012surveyfromstaffingserviceOfficeTeamaskedmorethan500 HR managers about their use of video interviews Results showed that667percentusevideointerviewsldquoveryoftenrdquoandanother10percentusethetechnologyldquosomewhatoftenrdquo6 Many companies (generally young ones including Active Interview CareerCam Green Job Interview HireVue InterviewStream Montage Talent OVIA TalentVX VidCruiterandZuzuHire)arenowprovidingvideo-interviewingsolutions Similarly some systems now support the similar concept of video cover letters
5 SourceldquoVideoInterviewing101rdquoPsychology Today Bernardo Tirado
August 13 2013 httpwwwpsychologytodaycomblogdigital-leaders201308
video-interviewing-101comments6 Sources(1)ldquoStudyTwoThirdsofHRManagersUsingVideoInterviewsrdquoRIVScom
Katherine Leonard April 25 2013 httpsblogrivscom201304study-two-thirds-of-hr-
managers-using-video-interviews(2)ldquoSurveySixin10CompaniesConductVideoJob
InterviewsrdquoPRNewswireOfficeTeamAugust302012httpwwwprnewswirecom
news-releasessurvey-six-in-10-companies-conduct-video-job-interviews-167973406html
Since 2011 the use of
video interviewing has
risen by 49 percent
K E Y P O I N T
Managing Candidate Interviews 11
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing has the advantage of presenting candidates with standardizedquestionssothatallintervieweescanrespondtoexactlythe same processes In the example shown in Figure 2 the interviewee canseethequestionsandmakenotesforherselftoguideherresponsesasshemovesthroughtherecordedinterviewAsthefinalstepintheprocess interviewees can review their recordings prior to submitting them to the recruiter or hiring managerMontage Talent 2013 the candidatersquos
view Figure 2 Candidatersquos View of a Video-Interviewing Portal
Source Montage Talent 2013
Managing Candidate Interviews 12
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing often includes simulations in which candidates respondtospecificjob-relatedsituationsIntheexampleshowninFigure3 the candidate reviews video content provided by the interviewer and is asked to respond as though he was responding to the irate customer represented in the video When the candidate has watched the video and isreadytorespondhewillclickldquoStartRecordingrdquo
Figure 3 Video Response to a Simulated Customer
Source HireVue 2013
Hirevue 2013
Managing Candidate Interviews 13
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Candidate Comparison via Video Interviewing
Manager recruiter dashboards allow hiring managers to compare candidatesusingtheiranswerstoaspecificquestion(seeFigure4)This makes it more convenient for hiring managers to review all of the candidates after interviewing has been completed allowing an easy ldquosecondlookrdquoacrossthecandidatesthatwouldnotbepossiblewith live interviews
Figure 4 Video Comparison of Candidates
Source Montage Talent Inc 2013
Montage 2013
Managing Candidate Interviews 14
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
With video- or mobile-interview capture technology can eliminate the often high costs of face-to-face interviews while preserving the ability of the hiring organization to get a sense of the candidatersquos personality enthusiasmpoisevoicequalityandthelike
Interview Management via Mobile Devices
Like video interviewing interviews via mobile technologies are maintained through a third-party cloud solution whereby the provider stores the intervieweesrsquo videos for later viewing by hiring managers (see Figure 5) This provides several advantages
bull Allowsforeasycomparisonbetweenrecordedcandidates
bull Givescandidatestheabilitytoanswerinterviewquestionsfromhome
bull Enableshiringmanagersandrecruitingstafftosharereviewandperhaps re-review interviews at a later time
Hirevue 2013
Figure 5 Interviewing via Mobile Phone
Source HireVue 2013
Managing Candidate Interviews 15
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Group interviews can also be accommodated using mobile devices along with technologies such as Skype or AdobeConnect presenting an alternative to computer-based interviewing (see Figure 6)
Mobile support for interviewing is not used solely to present candidates to interviewers Interviewers can also use mobile solutions to evaluate candidatesandquicklysubmittheirresultingopinionsandratingstothehiring management system (see Figure 7) Increasingly applicant tracking systems include mobile device apps that enable recruiters and hiring managerstorecordinterviewresultsquicklyandaccuratelyfromanylocation while impressions from the interview are still fresh
Montage Talent 2013
Figure 6 Group Interview of a Candidate via Mobile Phone
Source Montage Talent Inc 2013
Managing Candidate Interviews 16
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Interview Management in Applicant Tracking Systems
While the examples shown in Figures 2 through 7 are from standalone video-interviewing solutions video interviewing is also increasingly being embedded within hiring management systems themselves JobVite for example has announced that it will make such interviewing a part of its product giving customers the advantage of retaining the videos themselves which may be important for later compliance purposes OtherprovidersoftalentacquisitionproductsarefollowingsuitInadditiontodayrsquostalentacquisitionsolutionsoftenofferavarietyofhelpful features to enable candidate interview management Some feature sets can manage scheduling provide interview forms for recording and maintaining interview content and offer a format for
Figure 7 Mobile Applications Ease Interview Management and Data Collection
Source SuccessFactors (an SAP company) 2013
successFactors 2013 Used with permission
Todayrsquostalentacquisition
solutions often offer a
variety of helpful features
to enable candidate
interview management
K E Y P O I N T
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 8
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Solutions TodayTechnologies that address interviewing often include tips for better interviewing clear warnings about off-limits discussion areas or questionsandguidelinesforproductiveprehireconversations (see Figure 1)4 Solutions can include libraries of job-related interview questionsaswellastheabilityforinterviewerstoaddtheirownwhileallowingthecaptureofthequestionsandanswersfromtheactual interview Many advances in interview management have beenmadeincludingapplicationsspecifictotheinterviewprocessvideo interviewing (either live or recorded) and mobile voice video interviewing via smartphones or other mobile devices Notes and in some cases the interviews themselves are sharable across the hiring team as well
4 There are also many sources of interviewing tips and guidelines available online
oftenatnochargeforexampleseeCareerBuilderrsquosldquoFromQampAtoZTheHiring
ManagerrsquosCompleteHiringGuiderdquolocatedathttpwwwcareerbuildercommunications
compdfinterviewing_ebookpdf
Technologies that
address interviewing
often include tips for
better interviewing clear
warnings about off-
limits discussion areas or
questionsandguidelines
for productive prehire
conversations
K E Y P O I N T
Managing Candidate Interviews 9
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 1 Job-Relevant Interview Guide
Source Checquedcom 2013
Managing Candidate Interviews 10
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video Interviewing
Video interviews can provide advantages to both parties For example candidates can easily erase and recreate their interview videos Further this technology eliminates the cost of transportation to and from physical interviews and allows multiple reviewers (some of whom may not be available to meet with the candidate) the option of viewing the same video
Since 2011 the use of video interviewing has risen by 49 percent5 An August2012surveyfromstaffingserviceOfficeTeamaskedmorethan500 HR managers about their use of video interviews Results showed that667percentusevideointerviewsldquoveryoftenrdquoandanother10percentusethetechnologyldquosomewhatoftenrdquo6 Many companies (generally young ones including Active Interview CareerCam Green Job Interview HireVue InterviewStream Montage Talent OVIA TalentVX VidCruiterandZuzuHire)arenowprovidingvideo-interviewingsolutions Similarly some systems now support the similar concept of video cover letters
5 SourceldquoVideoInterviewing101rdquoPsychology Today Bernardo Tirado
August 13 2013 httpwwwpsychologytodaycomblogdigital-leaders201308
video-interviewing-101comments6 Sources(1)ldquoStudyTwoThirdsofHRManagersUsingVideoInterviewsrdquoRIVScom
Katherine Leonard April 25 2013 httpsblogrivscom201304study-two-thirds-of-hr-
managers-using-video-interviews(2)ldquoSurveySixin10CompaniesConductVideoJob
InterviewsrdquoPRNewswireOfficeTeamAugust302012httpwwwprnewswirecom
news-releasessurvey-six-in-10-companies-conduct-video-job-interviews-167973406html
Since 2011 the use of
video interviewing has
risen by 49 percent
K E Y P O I N T
Managing Candidate Interviews 11
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing has the advantage of presenting candidates with standardizedquestionssothatallintervieweescanrespondtoexactlythe same processes In the example shown in Figure 2 the interviewee canseethequestionsandmakenotesforherselftoguideherresponsesasshemovesthroughtherecordedinterviewAsthefinalstepintheprocess interviewees can review their recordings prior to submitting them to the recruiter or hiring managerMontage Talent 2013 the candidatersquos
view Figure 2 Candidatersquos View of a Video-Interviewing Portal
Source Montage Talent 2013
Managing Candidate Interviews 12
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing often includes simulations in which candidates respondtospecificjob-relatedsituationsIntheexampleshowninFigure3 the candidate reviews video content provided by the interviewer and is asked to respond as though he was responding to the irate customer represented in the video When the candidate has watched the video and isreadytorespondhewillclickldquoStartRecordingrdquo
Figure 3 Video Response to a Simulated Customer
Source HireVue 2013
Hirevue 2013
Managing Candidate Interviews 13
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Candidate Comparison via Video Interviewing
Manager recruiter dashboards allow hiring managers to compare candidatesusingtheiranswerstoaspecificquestion(seeFigure4)This makes it more convenient for hiring managers to review all of the candidates after interviewing has been completed allowing an easy ldquosecondlookrdquoacrossthecandidatesthatwouldnotbepossiblewith live interviews
Figure 4 Video Comparison of Candidates
Source Montage Talent Inc 2013
Montage 2013
Managing Candidate Interviews 14
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
With video- or mobile-interview capture technology can eliminate the often high costs of face-to-face interviews while preserving the ability of the hiring organization to get a sense of the candidatersquos personality enthusiasmpoisevoicequalityandthelike
Interview Management via Mobile Devices
Like video interviewing interviews via mobile technologies are maintained through a third-party cloud solution whereby the provider stores the intervieweesrsquo videos for later viewing by hiring managers (see Figure 5) This provides several advantages
bull Allowsforeasycomparisonbetweenrecordedcandidates
bull Givescandidatestheabilitytoanswerinterviewquestionsfromhome
bull Enableshiringmanagersandrecruitingstafftosharereviewandperhaps re-review interviews at a later time
Hirevue 2013
Figure 5 Interviewing via Mobile Phone
Source HireVue 2013
Managing Candidate Interviews 15
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Group interviews can also be accommodated using mobile devices along with technologies such as Skype or AdobeConnect presenting an alternative to computer-based interviewing (see Figure 6)
Mobile support for interviewing is not used solely to present candidates to interviewers Interviewers can also use mobile solutions to evaluate candidatesandquicklysubmittheirresultingopinionsandratingstothehiring management system (see Figure 7) Increasingly applicant tracking systems include mobile device apps that enable recruiters and hiring managerstorecordinterviewresultsquicklyandaccuratelyfromanylocation while impressions from the interview are still fresh
Montage Talent 2013
Figure 6 Group Interview of a Candidate via Mobile Phone
Source Montage Talent Inc 2013
Managing Candidate Interviews 16
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Interview Management in Applicant Tracking Systems
While the examples shown in Figures 2 through 7 are from standalone video-interviewing solutions video interviewing is also increasingly being embedded within hiring management systems themselves JobVite for example has announced that it will make such interviewing a part of its product giving customers the advantage of retaining the videos themselves which may be important for later compliance purposes OtherprovidersoftalentacquisitionproductsarefollowingsuitInadditiontodayrsquostalentacquisitionsolutionsoftenofferavarietyofhelpful features to enable candidate interview management Some feature sets can manage scheduling provide interview forms for recording and maintaining interview content and offer a format for
Figure 7 Mobile Applications Ease Interview Management and Data Collection
Source SuccessFactors (an SAP company) 2013
successFactors 2013 Used with permission
Todayrsquostalentacquisition
solutions often offer a
variety of helpful features
to enable candidate
interview management
K E Y P O I N T
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 9
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 1 Job-Relevant Interview Guide
Source Checquedcom 2013
Managing Candidate Interviews 10
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video Interviewing
Video interviews can provide advantages to both parties For example candidates can easily erase and recreate their interview videos Further this technology eliminates the cost of transportation to and from physical interviews and allows multiple reviewers (some of whom may not be available to meet with the candidate) the option of viewing the same video
Since 2011 the use of video interviewing has risen by 49 percent5 An August2012surveyfromstaffingserviceOfficeTeamaskedmorethan500 HR managers about their use of video interviews Results showed that667percentusevideointerviewsldquoveryoftenrdquoandanother10percentusethetechnologyldquosomewhatoftenrdquo6 Many companies (generally young ones including Active Interview CareerCam Green Job Interview HireVue InterviewStream Montage Talent OVIA TalentVX VidCruiterandZuzuHire)arenowprovidingvideo-interviewingsolutions Similarly some systems now support the similar concept of video cover letters
5 SourceldquoVideoInterviewing101rdquoPsychology Today Bernardo Tirado
August 13 2013 httpwwwpsychologytodaycomblogdigital-leaders201308
video-interviewing-101comments6 Sources(1)ldquoStudyTwoThirdsofHRManagersUsingVideoInterviewsrdquoRIVScom
Katherine Leonard April 25 2013 httpsblogrivscom201304study-two-thirds-of-hr-
managers-using-video-interviews(2)ldquoSurveySixin10CompaniesConductVideoJob
InterviewsrdquoPRNewswireOfficeTeamAugust302012httpwwwprnewswirecom
news-releasessurvey-six-in-10-companies-conduct-video-job-interviews-167973406html
Since 2011 the use of
video interviewing has
risen by 49 percent
K E Y P O I N T
Managing Candidate Interviews 11
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing has the advantage of presenting candidates with standardizedquestionssothatallintervieweescanrespondtoexactlythe same processes In the example shown in Figure 2 the interviewee canseethequestionsandmakenotesforherselftoguideherresponsesasshemovesthroughtherecordedinterviewAsthefinalstepintheprocess interviewees can review their recordings prior to submitting them to the recruiter or hiring managerMontage Talent 2013 the candidatersquos
view Figure 2 Candidatersquos View of a Video-Interviewing Portal
Source Montage Talent 2013
Managing Candidate Interviews 12
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing often includes simulations in which candidates respondtospecificjob-relatedsituationsIntheexampleshowninFigure3 the candidate reviews video content provided by the interviewer and is asked to respond as though he was responding to the irate customer represented in the video When the candidate has watched the video and isreadytorespondhewillclickldquoStartRecordingrdquo
Figure 3 Video Response to a Simulated Customer
Source HireVue 2013
Hirevue 2013
Managing Candidate Interviews 13
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Candidate Comparison via Video Interviewing
Manager recruiter dashboards allow hiring managers to compare candidatesusingtheiranswerstoaspecificquestion(seeFigure4)This makes it more convenient for hiring managers to review all of the candidates after interviewing has been completed allowing an easy ldquosecondlookrdquoacrossthecandidatesthatwouldnotbepossiblewith live interviews
Figure 4 Video Comparison of Candidates
Source Montage Talent Inc 2013
Montage 2013
Managing Candidate Interviews 14
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
With video- or mobile-interview capture technology can eliminate the often high costs of face-to-face interviews while preserving the ability of the hiring organization to get a sense of the candidatersquos personality enthusiasmpoisevoicequalityandthelike
Interview Management via Mobile Devices
Like video interviewing interviews via mobile technologies are maintained through a third-party cloud solution whereby the provider stores the intervieweesrsquo videos for later viewing by hiring managers (see Figure 5) This provides several advantages
bull Allowsforeasycomparisonbetweenrecordedcandidates
bull Givescandidatestheabilitytoanswerinterviewquestionsfromhome
bull Enableshiringmanagersandrecruitingstafftosharereviewandperhaps re-review interviews at a later time
Hirevue 2013
Figure 5 Interviewing via Mobile Phone
Source HireVue 2013
Managing Candidate Interviews 15
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Group interviews can also be accommodated using mobile devices along with technologies such as Skype or AdobeConnect presenting an alternative to computer-based interviewing (see Figure 6)
Mobile support for interviewing is not used solely to present candidates to interviewers Interviewers can also use mobile solutions to evaluate candidatesandquicklysubmittheirresultingopinionsandratingstothehiring management system (see Figure 7) Increasingly applicant tracking systems include mobile device apps that enable recruiters and hiring managerstorecordinterviewresultsquicklyandaccuratelyfromanylocation while impressions from the interview are still fresh
Montage Talent 2013
Figure 6 Group Interview of a Candidate via Mobile Phone
Source Montage Talent Inc 2013
Managing Candidate Interviews 16
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Interview Management in Applicant Tracking Systems
While the examples shown in Figures 2 through 7 are from standalone video-interviewing solutions video interviewing is also increasingly being embedded within hiring management systems themselves JobVite for example has announced that it will make such interviewing a part of its product giving customers the advantage of retaining the videos themselves which may be important for later compliance purposes OtherprovidersoftalentacquisitionproductsarefollowingsuitInadditiontodayrsquostalentacquisitionsolutionsoftenofferavarietyofhelpful features to enable candidate interview management Some feature sets can manage scheduling provide interview forms for recording and maintaining interview content and offer a format for
Figure 7 Mobile Applications Ease Interview Management and Data Collection
Source SuccessFactors (an SAP company) 2013
successFactors 2013 Used with permission
Todayrsquostalentacquisition
solutions often offer a
variety of helpful features
to enable candidate
interview management
K E Y P O I N T
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 10
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video Interviewing
Video interviews can provide advantages to both parties For example candidates can easily erase and recreate their interview videos Further this technology eliminates the cost of transportation to and from physical interviews and allows multiple reviewers (some of whom may not be available to meet with the candidate) the option of viewing the same video
Since 2011 the use of video interviewing has risen by 49 percent5 An August2012surveyfromstaffingserviceOfficeTeamaskedmorethan500 HR managers about their use of video interviews Results showed that667percentusevideointerviewsldquoveryoftenrdquoandanother10percentusethetechnologyldquosomewhatoftenrdquo6 Many companies (generally young ones including Active Interview CareerCam Green Job Interview HireVue InterviewStream Montage Talent OVIA TalentVX VidCruiterandZuzuHire)arenowprovidingvideo-interviewingsolutions Similarly some systems now support the similar concept of video cover letters
5 SourceldquoVideoInterviewing101rdquoPsychology Today Bernardo Tirado
August 13 2013 httpwwwpsychologytodaycomblogdigital-leaders201308
video-interviewing-101comments6 Sources(1)ldquoStudyTwoThirdsofHRManagersUsingVideoInterviewsrdquoRIVScom
Katherine Leonard April 25 2013 httpsblogrivscom201304study-two-thirds-of-hr-
managers-using-video-interviews(2)ldquoSurveySixin10CompaniesConductVideoJob
InterviewsrdquoPRNewswireOfficeTeamAugust302012httpwwwprnewswirecom
news-releasessurvey-six-in-10-companies-conduct-video-job-interviews-167973406html
Since 2011 the use of
video interviewing has
risen by 49 percent
K E Y P O I N T
Managing Candidate Interviews 11
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing has the advantage of presenting candidates with standardizedquestionssothatallintervieweescanrespondtoexactlythe same processes In the example shown in Figure 2 the interviewee canseethequestionsandmakenotesforherselftoguideherresponsesasshemovesthroughtherecordedinterviewAsthefinalstepintheprocess interviewees can review their recordings prior to submitting them to the recruiter or hiring managerMontage Talent 2013 the candidatersquos
view Figure 2 Candidatersquos View of a Video-Interviewing Portal
Source Montage Talent 2013
Managing Candidate Interviews 12
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing often includes simulations in which candidates respondtospecificjob-relatedsituationsIntheexampleshowninFigure3 the candidate reviews video content provided by the interviewer and is asked to respond as though he was responding to the irate customer represented in the video When the candidate has watched the video and isreadytorespondhewillclickldquoStartRecordingrdquo
Figure 3 Video Response to a Simulated Customer
Source HireVue 2013
Hirevue 2013
Managing Candidate Interviews 13
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Candidate Comparison via Video Interviewing
Manager recruiter dashboards allow hiring managers to compare candidatesusingtheiranswerstoaspecificquestion(seeFigure4)This makes it more convenient for hiring managers to review all of the candidates after interviewing has been completed allowing an easy ldquosecondlookrdquoacrossthecandidatesthatwouldnotbepossiblewith live interviews
Figure 4 Video Comparison of Candidates
Source Montage Talent Inc 2013
Montage 2013
Managing Candidate Interviews 14
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
With video- or mobile-interview capture technology can eliminate the often high costs of face-to-face interviews while preserving the ability of the hiring organization to get a sense of the candidatersquos personality enthusiasmpoisevoicequalityandthelike
Interview Management via Mobile Devices
Like video interviewing interviews via mobile technologies are maintained through a third-party cloud solution whereby the provider stores the intervieweesrsquo videos for later viewing by hiring managers (see Figure 5) This provides several advantages
bull Allowsforeasycomparisonbetweenrecordedcandidates
bull Givescandidatestheabilitytoanswerinterviewquestionsfromhome
bull Enableshiringmanagersandrecruitingstafftosharereviewandperhaps re-review interviews at a later time
Hirevue 2013
Figure 5 Interviewing via Mobile Phone
Source HireVue 2013
Managing Candidate Interviews 15
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Group interviews can also be accommodated using mobile devices along with technologies such as Skype or AdobeConnect presenting an alternative to computer-based interviewing (see Figure 6)
Mobile support for interviewing is not used solely to present candidates to interviewers Interviewers can also use mobile solutions to evaluate candidatesandquicklysubmittheirresultingopinionsandratingstothehiring management system (see Figure 7) Increasingly applicant tracking systems include mobile device apps that enable recruiters and hiring managerstorecordinterviewresultsquicklyandaccuratelyfromanylocation while impressions from the interview are still fresh
Montage Talent 2013
Figure 6 Group Interview of a Candidate via Mobile Phone
Source Montage Talent Inc 2013
Managing Candidate Interviews 16
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Interview Management in Applicant Tracking Systems
While the examples shown in Figures 2 through 7 are from standalone video-interviewing solutions video interviewing is also increasingly being embedded within hiring management systems themselves JobVite for example has announced that it will make such interviewing a part of its product giving customers the advantage of retaining the videos themselves which may be important for later compliance purposes OtherprovidersoftalentacquisitionproductsarefollowingsuitInadditiontodayrsquostalentacquisitionsolutionsoftenofferavarietyofhelpful features to enable candidate interview management Some feature sets can manage scheduling provide interview forms for recording and maintaining interview content and offer a format for
Figure 7 Mobile Applications Ease Interview Management and Data Collection
Source SuccessFactors (an SAP company) 2013
successFactors 2013 Used with permission
Todayrsquostalentacquisition
solutions often offer a
variety of helpful features
to enable candidate
interview management
K E Y P O I N T
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 11
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing has the advantage of presenting candidates with standardizedquestionssothatallintervieweescanrespondtoexactlythe same processes In the example shown in Figure 2 the interviewee canseethequestionsandmakenotesforherselftoguideherresponsesasshemovesthroughtherecordedinterviewAsthefinalstepintheprocess interviewees can review their recordings prior to submitting them to the recruiter or hiring managerMontage Talent 2013 the candidatersquos
view Figure 2 Candidatersquos View of a Video-Interviewing Portal
Source Montage Talent 2013
Managing Candidate Interviews 12
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing often includes simulations in which candidates respondtospecificjob-relatedsituationsIntheexampleshowninFigure3 the candidate reviews video content provided by the interviewer and is asked to respond as though he was responding to the irate customer represented in the video When the candidate has watched the video and isreadytorespondhewillclickldquoStartRecordingrdquo
Figure 3 Video Response to a Simulated Customer
Source HireVue 2013
Hirevue 2013
Managing Candidate Interviews 13
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Candidate Comparison via Video Interviewing
Manager recruiter dashboards allow hiring managers to compare candidatesusingtheiranswerstoaspecificquestion(seeFigure4)This makes it more convenient for hiring managers to review all of the candidates after interviewing has been completed allowing an easy ldquosecondlookrdquoacrossthecandidatesthatwouldnotbepossiblewith live interviews
Figure 4 Video Comparison of Candidates
Source Montage Talent Inc 2013
Montage 2013
Managing Candidate Interviews 14
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
With video- or mobile-interview capture technology can eliminate the often high costs of face-to-face interviews while preserving the ability of the hiring organization to get a sense of the candidatersquos personality enthusiasmpoisevoicequalityandthelike
Interview Management via Mobile Devices
Like video interviewing interviews via mobile technologies are maintained through a third-party cloud solution whereby the provider stores the intervieweesrsquo videos for later viewing by hiring managers (see Figure 5) This provides several advantages
bull Allowsforeasycomparisonbetweenrecordedcandidates
bull Givescandidatestheabilitytoanswerinterviewquestionsfromhome
bull Enableshiringmanagersandrecruitingstafftosharereviewandperhaps re-review interviews at a later time
Hirevue 2013
Figure 5 Interviewing via Mobile Phone
Source HireVue 2013
Managing Candidate Interviews 15
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Group interviews can also be accommodated using mobile devices along with technologies such as Skype or AdobeConnect presenting an alternative to computer-based interviewing (see Figure 6)
Mobile support for interviewing is not used solely to present candidates to interviewers Interviewers can also use mobile solutions to evaluate candidatesandquicklysubmittheirresultingopinionsandratingstothehiring management system (see Figure 7) Increasingly applicant tracking systems include mobile device apps that enable recruiters and hiring managerstorecordinterviewresultsquicklyandaccuratelyfromanylocation while impressions from the interview are still fresh
Montage Talent 2013
Figure 6 Group Interview of a Candidate via Mobile Phone
Source Montage Talent Inc 2013
Managing Candidate Interviews 16
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Interview Management in Applicant Tracking Systems
While the examples shown in Figures 2 through 7 are from standalone video-interviewing solutions video interviewing is also increasingly being embedded within hiring management systems themselves JobVite for example has announced that it will make such interviewing a part of its product giving customers the advantage of retaining the videos themselves which may be important for later compliance purposes OtherprovidersoftalentacquisitionproductsarefollowingsuitInadditiontodayrsquostalentacquisitionsolutionsoftenofferavarietyofhelpful features to enable candidate interview management Some feature sets can manage scheduling provide interview forms for recording and maintaining interview content and offer a format for
Figure 7 Mobile Applications Ease Interview Management and Data Collection
Source SuccessFactors (an SAP company) 2013
successFactors 2013 Used with permission
Todayrsquostalentacquisition
solutions often offer a
variety of helpful features
to enable candidate
interview management
K E Y P O I N T
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 12
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Video interviewing often includes simulations in which candidates respondtospecificjob-relatedsituationsIntheexampleshowninFigure3 the candidate reviews video content provided by the interviewer and is asked to respond as though he was responding to the irate customer represented in the video When the candidate has watched the video and isreadytorespondhewillclickldquoStartRecordingrdquo
Figure 3 Video Response to a Simulated Customer
Source HireVue 2013
Hirevue 2013
Managing Candidate Interviews 13
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Candidate Comparison via Video Interviewing
Manager recruiter dashboards allow hiring managers to compare candidatesusingtheiranswerstoaspecificquestion(seeFigure4)This makes it more convenient for hiring managers to review all of the candidates after interviewing has been completed allowing an easy ldquosecondlookrdquoacrossthecandidatesthatwouldnotbepossiblewith live interviews
Figure 4 Video Comparison of Candidates
Source Montage Talent Inc 2013
Montage 2013
Managing Candidate Interviews 14
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
With video- or mobile-interview capture technology can eliminate the often high costs of face-to-face interviews while preserving the ability of the hiring organization to get a sense of the candidatersquos personality enthusiasmpoisevoicequalityandthelike
Interview Management via Mobile Devices
Like video interviewing interviews via mobile technologies are maintained through a third-party cloud solution whereby the provider stores the intervieweesrsquo videos for later viewing by hiring managers (see Figure 5) This provides several advantages
bull Allowsforeasycomparisonbetweenrecordedcandidates
bull Givescandidatestheabilitytoanswerinterviewquestionsfromhome
bull Enableshiringmanagersandrecruitingstafftosharereviewandperhaps re-review interviews at a later time
Hirevue 2013
Figure 5 Interviewing via Mobile Phone
Source HireVue 2013
Managing Candidate Interviews 15
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Group interviews can also be accommodated using mobile devices along with technologies such as Skype or AdobeConnect presenting an alternative to computer-based interviewing (see Figure 6)
Mobile support for interviewing is not used solely to present candidates to interviewers Interviewers can also use mobile solutions to evaluate candidatesandquicklysubmittheirresultingopinionsandratingstothehiring management system (see Figure 7) Increasingly applicant tracking systems include mobile device apps that enable recruiters and hiring managerstorecordinterviewresultsquicklyandaccuratelyfromanylocation while impressions from the interview are still fresh
Montage Talent 2013
Figure 6 Group Interview of a Candidate via Mobile Phone
Source Montage Talent Inc 2013
Managing Candidate Interviews 16
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Interview Management in Applicant Tracking Systems
While the examples shown in Figures 2 through 7 are from standalone video-interviewing solutions video interviewing is also increasingly being embedded within hiring management systems themselves JobVite for example has announced that it will make such interviewing a part of its product giving customers the advantage of retaining the videos themselves which may be important for later compliance purposes OtherprovidersoftalentacquisitionproductsarefollowingsuitInadditiontodayrsquostalentacquisitionsolutionsoftenofferavarietyofhelpful features to enable candidate interview management Some feature sets can manage scheduling provide interview forms for recording and maintaining interview content and offer a format for
Figure 7 Mobile Applications Ease Interview Management and Data Collection
Source SuccessFactors (an SAP company) 2013
successFactors 2013 Used with permission
Todayrsquostalentacquisition
solutions often offer a
variety of helpful features
to enable candidate
interview management
K E Y P O I N T
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 13
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Candidate Comparison via Video Interviewing
Manager recruiter dashboards allow hiring managers to compare candidatesusingtheiranswerstoaspecificquestion(seeFigure4)This makes it more convenient for hiring managers to review all of the candidates after interviewing has been completed allowing an easy ldquosecondlookrdquoacrossthecandidatesthatwouldnotbepossiblewith live interviews
Figure 4 Video Comparison of Candidates
Source Montage Talent Inc 2013
Montage 2013
Managing Candidate Interviews 14
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
With video- or mobile-interview capture technology can eliminate the often high costs of face-to-face interviews while preserving the ability of the hiring organization to get a sense of the candidatersquos personality enthusiasmpoisevoicequalityandthelike
Interview Management via Mobile Devices
Like video interviewing interviews via mobile technologies are maintained through a third-party cloud solution whereby the provider stores the intervieweesrsquo videos for later viewing by hiring managers (see Figure 5) This provides several advantages
bull Allowsforeasycomparisonbetweenrecordedcandidates
bull Givescandidatestheabilitytoanswerinterviewquestionsfromhome
bull Enableshiringmanagersandrecruitingstafftosharereviewandperhaps re-review interviews at a later time
Hirevue 2013
Figure 5 Interviewing via Mobile Phone
Source HireVue 2013
Managing Candidate Interviews 15
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Group interviews can also be accommodated using mobile devices along with technologies such as Skype or AdobeConnect presenting an alternative to computer-based interviewing (see Figure 6)
Mobile support for interviewing is not used solely to present candidates to interviewers Interviewers can also use mobile solutions to evaluate candidatesandquicklysubmittheirresultingopinionsandratingstothehiring management system (see Figure 7) Increasingly applicant tracking systems include mobile device apps that enable recruiters and hiring managerstorecordinterviewresultsquicklyandaccuratelyfromanylocation while impressions from the interview are still fresh
Montage Talent 2013
Figure 6 Group Interview of a Candidate via Mobile Phone
Source Montage Talent Inc 2013
Managing Candidate Interviews 16
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Interview Management in Applicant Tracking Systems
While the examples shown in Figures 2 through 7 are from standalone video-interviewing solutions video interviewing is also increasingly being embedded within hiring management systems themselves JobVite for example has announced that it will make such interviewing a part of its product giving customers the advantage of retaining the videos themselves which may be important for later compliance purposes OtherprovidersoftalentacquisitionproductsarefollowingsuitInadditiontodayrsquostalentacquisitionsolutionsoftenofferavarietyofhelpful features to enable candidate interview management Some feature sets can manage scheduling provide interview forms for recording and maintaining interview content and offer a format for
Figure 7 Mobile Applications Ease Interview Management and Data Collection
Source SuccessFactors (an SAP company) 2013
successFactors 2013 Used with permission
Todayrsquostalentacquisition
solutions often offer a
variety of helpful features
to enable candidate
interview management
K E Y P O I N T
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 14
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
With video- or mobile-interview capture technology can eliminate the often high costs of face-to-face interviews while preserving the ability of the hiring organization to get a sense of the candidatersquos personality enthusiasmpoisevoicequalityandthelike
Interview Management via Mobile Devices
Like video interviewing interviews via mobile technologies are maintained through a third-party cloud solution whereby the provider stores the intervieweesrsquo videos for later viewing by hiring managers (see Figure 5) This provides several advantages
bull Allowsforeasycomparisonbetweenrecordedcandidates
bull Givescandidatestheabilitytoanswerinterviewquestionsfromhome
bull Enableshiringmanagersandrecruitingstafftosharereviewandperhaps re-review interviews at a later time
Hirevue 2013
Figure 5 Interviewing via Mobile Phone
Source HireVue 2013
Managing Candidate Interviews 15
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Group interviews can also be accommodated using mobile devices along with technologies such as Skype or AdobeConnect presenting an alternative to computer-based interviewing (see Figure 6)
Mobile support for interviewing is not used solely to present candidates to interviewers Interviewers can also use mobile solutions to evaluate candidatesandquicklysubmittheirresultingopinionsandratingstothehiring management system (see Figure 7) Increasingly applicant tracking systems include mobile device apps that enable recruiters and hiring managerstorecordinterviewresultsquicklyandaccuratelyfromanylocation while impressions from the interview are still fresh
Montage Talent 2013
Figure 6 Group Interview of a Candidate via Mobile Phone
Source Montage Talent Inc 2013
Managing Candidate Interviews 16
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Interview Management in Applicant Tracking Systems
While the examples shown in Figures 2 through 7 are from standalone video-interviewing solutions video interviewing is also increasingly being embedded within hiring management systems themselves JobVite for example has announced that it will make such interviewing a part of its product giving customers the advantage of retaining the videos themselves which may be important for later compliance purposes OtherprovidersoftalentacquisitionproductsarefollowingsuitInadditiontodayrsquostalentacquisitionsolutionsoftenofferavarietyofhelpful features to enable candidate interview management Some feature sets can manage scheduling provide interview forms for recording and maintaining interview content and offer a format for
Figure 7 Mobile Applications Ease Interview Management and Data Collection
Source SuccessFactors (an SAP company) 2013
successFactors 2013 Used with permission
Todayrsquostalentacquisition
solutions often offer a
variety of helpful features
to enable candidate
interview management
K E Y P O I N T
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 15
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Group interviews can also be accommodated using mobile devices along with technologies such as Skype or AdobeConnect presenting an alternative to computer-based interviewing (see Figure 6)
Mobile support for interviewing is not used solely to present candidates to interviewers Interviewers can also use mobile solutions to evaluate candidatesandquicklysubmittheirresultingopinionsandratingstothehiring management system (see Figure 7) Increasingly applicant tracking systems include mobile device apps that enable recruiters and hiring managerstorecordinterviewresultsquicklyandaccuratelyfromanylocation while impressions from the interview are still fresh
Montage Talent 2013
Figure 6 Group Interview of a Candidate via Mobile Phone
Source Montage Talent Inc 2013
Managing Candidate Interviews 16
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Interview Management in Applicant Tracking Systems
While the examples shown in Figures 2 through 7 are from standalone video-interviewing solutions video interviewing is also increasingly being embedded within hiring management systems themselves JobVite for example has announced that it will make such interviewing a part of its product giving customers the advantage of retaining the videos themselves which may be important for later compliance purposes OtherprovidersoftalentacquisitionproductsarefollowingsuitInadditiontodayrsquostalentacquisitionsolutionsoftenofferavarietyofhelpful features to enable candidate interview management Some feature sets can manage scheduling provide interview forms for recording and maintaining interview content and offer a format for
Figure 7 Mobile Applications Ease Interview Management and Data Collection
Source SuccessFactors (an SAP company) 2013
successFactors 2013 Used with permission
Todayrsquostalentacquisition
solutions often offer a
variety of helpful features
to enable candidate
interview management
K E Y P O I N T
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 16
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Interview Management in Applicant Tracking Systems
While the examples shown in Figures 2 through 7 are from standalone video-interviewing solutions video interviewing is also increasingly being embedded within hiring management systems themselves JobVite for example has announced that it will make such interviewing a part of its product giving customers the advantage of retaining the videos themselves which may be important for later compliance purposes OtherprovidersoftalentacquisitionproductsarefollowingsuitInadditiontodayrsquostalentacquisitionsolutionsoftenofferavarietyofhelpful features to enable candidate interview management Some feature sets can manage scheduling provide interview forms for recording and maintaining interview content and offer a format for
Figure 7 Mobile Applications Ease Interview Management and Data Collection
Source SuccessFactors (an SAP company) 2013
successFactors 2013 Used with permission
Todayrsquostalentacquisition
solutions often offer a
variety of helpful features
to enable candidate
interview management
K E Y P O I N T
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 17
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
creating your own interview guides These systems may also include warningsaboutinappropriateinterviewquestions
Whether face to face on the phone or via video interviewing one on one or in a group setting interviews are a crucial part of the majority ofselectionprocessesTodayrsquostalentacquisitiontechnologiesareakeyway to manage that interview process as shown by the hiring manager dashboard example in Figure 8
Figure 8 Hiring Manager Interview Dashboard
Source SuccessFactors (an SAP company) 2013
successFacors 2013 Used with permission
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 18
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 9 lists the various criteria you should use when evaluating the overall interviewing support features of various technologies
Figure 10 illustrates our selected vendor comparisons taken from a subset of those that participated in our research7 Scores represent a compiled assessment of the criteria described in Figure 9
7 For more information Talent Management Systems 2013 Market Analysis
Trends and Provider Profiles Bersin amp Associates Katherine Jones PhD
Wendy Wang-Audia and David Mallon November 2012 Available to research members
at wwwbersincomlibrary or for purchase at wwwbersincomtms
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies
Arrangement and Scheduling
Interview Management
Pre- and Postinterview Communications
Schedules and identifies tracks interview invitations
Generates interview guides Enables interviewers to define content of interview scheduling pages and email templates
Informs other interested parties of interview updates
Includes attachments for interviewer notifications (eg interview guidelines interview schedule reacutesumeacute social-media profile URLs etc)
Sends email communication to candidates to schedule and confirm interviews
Generates automatic reminders for interviews
Records and saves interviewer notes and comments
Archives all communication within candidatesrsquo records
Posts automatically to the affected individualsrsquo calendars
Allows users to attach documents to candidate profiles
Can be used to collect recommendations from references
Integrates with the corporationrsquos email and calendar programs
Supports and saves copies of video interviews
Allows affected individuals to see interviewersrsquo calendars when scheduling interviews
Supports and saves copies of video interviews via smartphone
Assigns applicants to recruiters Tracks and archives interview and assessment results
Integrates with reacutesumeacute screening phone screening and reference check protocols
Enables users to compare interviewed candidates
Source Bersin by Deloitte 2013
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 19
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 10 Selected Vendorsrsquo Interview Management Capabilities
Interview Management
ADP
Cornerstone OnDemand
First Advantage
Halogen
HRsmart
iCIMS
Jobapp Network
Kenexa (IBM)
Kronos
Lumesse
Meta4
Onewire
Oracle E-Business Suite
Oracle PeopleSoft
Oracle Taleo
PageUpPeople
Peoplefluent
Progreso
SilkRoad
Technomedia
TEDS
Towers Watson
Source Bersin by Deloitte 2013
= No functionality in this area or not applicable = Limited functionality in this area May support some use cases = Basic functionality in this area Will likely support most use cases = Advanced functionality in this area = Complete or near-complete functionality in this area per market at report publication date
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 20
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Figure 11 shows an example of an interview management dashboard Keyaspectsincludetheabilitytoscheduleinterviewsconfirmappointments with interviewees hiring managers and any other people involved in interviewing the candidate and the ability to post the location and time on all calendars automatically Scheduling video interviews whether via smartphones or computer still needs to be managed through the applicant tracking program
As illustrated in Figure 11 interview management functionality allows interviewers to record their general assessments of whether the intervieweeisafitwithintheorganizationrsquoscultureandcouldably do the job
ADP 2013 Figure 11 Candidate Interview Management
Source ADP 2013
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 21
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Evaluating Interviews
Candidate evaluations are conducted both individually (see Figure 12) and then across the entire group of candidates selected for interviewing (see Figure 13)
Figure 12 Single Candidate Evaluation
Source Checquedcom 2013
Checqedcom 2013 permission granted
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 22
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Software can aid hiring managers when assessing the interviews of several candidates allowing them to focus on the traits deemed important for the position at hand and to rank the candidates on their qualificationsasdemonstratedintheinterview(seeFigure13)
Avoiding Taboo Subject Areas
CourtrulingsandEqualEmploymentOpportunityCommission(EEOC)guidelinesprohibittheuseofallpre-employmentinquiriesthatcannotbejustifiedbyldquobusinessnecessityrdquoorthatdisproportionatelyscreenout members of minority groups or members of one sex and are not valid predictors of successful job performance8 Some software solutions include reminders about these taboo topics if your technology does not
8 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 13 Assessment Comparing Several Candidate Interviews
Source SuccessFactors (an SAP Company) 2013
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 23
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
automaticallyalertinterviewersaboutquestionstobeavoidedyoumustdo so (see Figure 14)
Theguidingprinciplebehindanyquestionstoajobapplicantshouldbewhether the employer can demonstrate a job-related necessity for asking thequestionBoththeintentbehindthequestionandhowyouwillusethe information as the employer are important in determining whether a questionisanappropriatepre-employmentinquiry
9 SourceldquoInterviewQuestionsLegalorIllegalrdquoPacificUniversityOregonhttp
wwwpacificueduofficeshrtraininginterviewpdfsLegalOrIllegalInterviewQuestionspdf
Figure 14 Inappropriate Subject Matter for Interviews9
Age
Arrest record
Association with present employer
Bankruptcy credit affairs
Disabilities
Driverrsquos license (unless a job requirement)
Emergency contact information
English language skills (unless specifically job-related as in translation from another language to English)
Height and weight
Marital status children plans for children
Organizational memberships
Protected-class status
Religion
Veteran status
Weekend work
Source Bersin by Deloitte 2013
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 24
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
ConclusionWhether in-person or virtual interviewing is likely to remain a critical partoftheprehireprocessasawaytoascertainthefitofacandidatewith the job and the organization HCM (human capital management) professionals involved in hiring practices should make eliminating subjectivityandimprovingconsistencywhileweedingoutunqualifiedapplicants as rapidly as possible their primary goals Increasingly technologies can assist in meeting these goals by delivering a consistent and replicable automated structure that provides the content to tie interviewing back to the criteria necessary for the job
Many steps are involved in the hiring management process most of whichcanbenefitfromtheapplicationoftechnologyInterviewingisonly one such area however given its importance in the hiring process it is critical to make sure that the same standards are used across the review and rating of candidates For this technology can be a significant boon
HCM professionals
involved in hiring practices
should make eliminating
subjectivity and improving
consistency while weeding
outunqualifiedapplicants
as rapidly as possible their
primary goals
K E Y P O I N T
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 25
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
KEY TAKEAWAYS
bull Interviewingremainsakeymeansthroughwhichorganizationstrytoascertainthepotentialfitofanindividualwithinthecompany
bull Technologycanaidinmanyaspectsoftheinterviewingprocessmdashvideo interviews can eliminate expensive travel and encourage review by more participants while mobile devices can support interviews through note-taking and interview-rating functions
bull Themajorityofhiringmanagementsystemsavailabletodayincludeinterview scheduling management and rating systems for candidate evaluation
bull Interviewersmustbeawareoftaboointerviewtopicsifyourhiringmanagement system does not provide such alerts you must make sure that your interviewers are educated concerning unacceptable interviewquestions
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 26
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Application and PracticeAs you evaluate your current interviewing processes and related technologies consider the following points
1 Are your current processes helping interviewers to differentiate the mediocrefromthebestcandidates
2 Can you be sure that your interviewing practices are standardized fairandequitableacrossyourentireorganization
3 Are you making the best use of mobile technologies in your interviewingprocess
Related Researchbull BuyerrsquosGuidetoTalentAcquisitionManagementandOnboarding
Solutions 2013
bull TalentManagementSystems2013MarketAnalysisTrendsandProvider Profiles
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 27
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IResearch Methodology
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 28
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
As part of Bersin by Deloittersquos value to its global membership we survey and report on the HR and talent management technology landscape Over the past decade this technology overview has expanded from our original review of software to facilitate learning and development environments to the breadth that it encompasses today
This market report is one of several based on extensive surveys conducted during the summer and fall of 2012 Our surveys included thoseforintegratedtalentmanagementsuitesHRIStalentacquisitioncompensation learning management succession and more A total of 65 human capital management solution providers participated in the study Product demonstrations followed for selected market leaders A subsetareprofiledinTalent Management Systems 201310 and Learning Management Systems 201311 Other reports in this research series include Succession Management 201312 Competency Management Technology Solutions 201313 and HR Management Systems 201314
10 For more information Talent Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin amp Associates Katherine Jones PhD Wendy Wang-Audia
and David Mallon November 2012 11 For more information TheDefinitiveBuyerrsquosGuidetotheGlobalMarketfor
Learning Management Solutions 2013 Bersin amp Associates Janet Clarey and David
Mallon November 2012 Available to research members at wwwbersincomlibrary or for
purchase at wwwbersincomlms12 For more information Succession Management Market and Solution Providers 2013
Bersin by Deloitte Wendy Wang-Audia July 2013 Available to research members at
wwwbersincomlibrary13 For more information TheBuyersGuidetoCompetencyManagementTechnology
Solutions 2013 Bersin by Deloitte Katherine Jones PhD August 2013 Available to
research members at wwwbersincomlibrary14 For more information HR Management Systems 2013 Market Analysis Trends
and Provider Profiles Bersin by Deloitte Katherine Jones PhD June 2013 Available to
research members at wwwbersincomlibrary
Appendix I Research Methodology
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 29
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
While the surveys themselves covered many areas of human capital managementtechnologythisspecificreportisfocusedoninterviewmanagement systems and other technologies that facilitate and manage theinterviewprocessWehopeyoufindthisreportrsquoscriteriaandvendorinformation useful as you evaluate interview management solutions for your own organization
WestudythismarketonacontinuousbasisWeofficiallylaunchedoursystems market research in early 2009 since then we have published many major studies of the market vendors and leading implementation practicesUsingourWhatWorksregresearchmethodology15 we study human capital management systems market drivers and trends products vendors customer leading practices adoption rates and other factors
15 Bersin by Deloittes proprietary WhatWorksreg research methodology uses the
concepts of measures (outcomes) and dimensions (the factors that may or may not
contribute to these outcomes) to understand leading practices trends and solutions
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 30
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix IITable of Figures
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 31
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
Appendix II Table of Figures
Figure 1 Job-Relevant Interview Guide 9
Figure 2 Candidatersquos View of a Video-Interviewing Portal 11
Figure 3 Video Response to a Simulated Customer 12
Figure 4 Video Comparison of Candidates 13
Figure 5 Interviewing via Mobile Phone 14
Figure 6 Group Interview of a Candidate via Mobile Phone 15
Figure 7 Mobile Applications Ease Interview Management and Data Collection 16
Figure 8 Hiring Manager Interview Dashboard 17
Figure 9 Elements to Consider in Evaluating Candidate Management Technologies 18
Figure 10 Selected Vendorsrsquo Interview Management Capabilities 19
Figure 11 Candidate Interview Management 20
Figure 12 Single Candidate Evaluation 21
Figure 13 Assessment Comparing Several Candidate Interviews 22
Figure 14 Inappropriate Subject Matter for Interviews 23
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
AsusedinthisdocumentldquoDeloitterdquomeansDeloitteConsultingLLPasubsidiaryof Deloitte LLP Please see wwwdeloittecomusabout for a detailed description of the legal structure of Deloitte LLP and its subsidiaries Certain services may not be available to attest clients under the rules and regulations of public accounting
This publication contains general information only and Deloitte is not by means ofthispublicationrenderingaccountingbusinessfinancialinvestmentlegaltax or other professional advice or services This publication is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business Before making any decision or takinganyactionthatmayaffectyourbusinessyoushouldconsultaqualifiedprofessional advisor Deloitte shall not be responsible for any loss sustained by any person who relies on this publication
Copyright copy 2013 Deloitte Development LLC All rights reserved
Member of Deloitte Touche Tohmatsu Limited
Managing Candidate Interviews 32
Copyright copy 2013 Deloitte Development LLC All rights reserved bull Not for Distribution bull Licensed Material
About UsBersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance Our WhatWorksreg membership gives Fortune 1000 and Global 2000 HR professionals the information and tools they need to design and implement leading practice solutions benchmark against others develop their staff and select and implement systems A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day More than 5000 organizations worldwide use our research and consulting to guide their HR talent and learning strategies
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