How To Be A Positive Interviewer - Part 2

Welcome to Manager Tools. This is Sarah. And I'm Mark. Today's podcast, how to be a positive interviewer, part two of two. This guidance answers these questions. How can I be a positive interviewer? And that doesn't mean just saying yes all the time. Why should I avoid being a tough interviewer? What's better about being a positive rather than a tough or negative interviewer? If you want answers to these questions and more, keep listening. If you're an experienced manager who leads well but isn't yet accountable for an entire organization, our effective senior manager conference is built for you. The transition from managing individual contributors to leading other managers is rarely defined, yet it's the gateway to the executive level, and we will help you bridge that gap. You'll learn how the director role truly differs, how to set strategic goals with measurable outcomes, and how to lead through other leaders. We'll cover tools like the nine box matrix, communication rhythms that scale, and how to navigate organizational change. If you're ready to lead at the next level, this training will show you how. Visit us online at manager-tools.com/esmc to learn more. So here's what we found in analyzing the data based on those criteria we were looking at and a very large sample set. Interviewers who scored in the top third on what we in the aggregate called positive behaviors, smiling, voicing appreciation, and expressing thanks scored highest among all the groups, but the middle group and the lower group against the middle and lower group, both for interview outcomes. In other words, more yeses process outcomes, accepting offers and candidate success. In other words, reviewing their performance appraisals at six months and a year in, we say six months in a year in a good majority, but not almost all of the companies did do midyear reviews. There was a minority that did not. So we only had we had to wait a year to get the data from those people. Now while they said yes, about as often as interviewers who did not score in the top third in these categories, their process outcomes, again, offer acceptance and candidate success after hire were on average about 15% better than interviewers who did not engage in these behaviors. Now 15% behavior may not seem 15% better may not seem like a lot to you, but that is enormously statistically significant. And imagine that if your interviewers simply changed this behavior, you would have 15% better outcomes, 15%. It doesn't exactly translate into 15% more hires. But, basically, you would be saving the company money simply by engaging in different behavior. That's exactly it. And, folks, further, interviewers who scored in the bottom third of the behaviors, so that is interviewers not smiling, not appreciating, not thanking, again, not being rude, but just not associated with these positive behaviors, said no at a much higher rate, roughly 45% than those that did engage in those positive behaviors. …