By: Maurice Gilbert
Put a tool in the wrong hands, and you might have some damage on yours. Peer interviewing is one of those tools. It’s appropriate in some circumstances, but not in others.
There are some firms that employ the peer interview as a matter of course in recruiting. And when used judiciously, having a team assist in the assessment and decision-making processes can be quite helpful. Those in the trenches will be able to offer a perspective that managers and HR staff won’t necessarily have. Their insights into the candidate’s fit on the team may be more insightful, too. However, organizations that allow staff to participate in peer interviews must apply a bit of wisdom to their own selection process. Not every employee ought to be offered a seat around the interview table.
Here are three factors to consider when making selections as to which staff should sit in on peer interviews:
- They must be able to represent the company accurately and in a positive light; they’re part of the wooing process, after all.
- They must have good judgment when it comes to discussing culture and perks and be able to maintain a safe distance from topics that are off limits (such as salary and raises).
- They must be confident in the security of their own roles and how the candidate would fit into the overall picture.
Peer interviews can go awry if the employees representing your company aren’t coached well on their role in the interview and selection process. Even if the interview panel is comprised solely of A-team players, it’s most likely to go well if everyone is prepared and on the same page.
Maurice Gilbert is Managing Partner of Conselium Executive Search, which specializes in placing Compliance Officers and Legal Counsel for clients in the U.S., Europe, Latin America and Asia Pacific. Maurice is also CEO of Corporate Compliance Insights, a worldwide publication devoted to governance, risk and compliance issues. Maurice can be reached at maurice@conselium.com or maurice@corporatecomplianceinsights.com.
