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MUNI DAVE
Business Consultant, India
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How to Evaluate the Ability of a Candidate to Apply Knowledge in Practice?
How to evaluate a person's ability to apply knowledge in his/her practice during an interview? Experience is good, and some persons talk a lot and are intellectually correct, but when the time comes to provide results in practical work, he or she fails miserably. He/she can be as engineer, manager, GM or CEO.
This is a frustrating experience of many organizations.
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Jaap de Jonge
Editor, Netherlands
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Testing Ability of a Candidate to Apply Knowledge in Practice Challenging question… The way you formulated it ("…during an interview") might perhaps be preventing some people from thinking in the right direction. A selection interview has its merits (it's simple and cheap), but testing a candidate's ability to apply knowledge in practice is not its strongest point.
Organizations wanting to do that could explore various forms of TESTING and/or having candidates solve CASES. (This could even be in TEAMS). However such approaches are considerably more complex and expensive.
Then again, what is expensive if we are talking about selecting key employees for the organization?
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NITANSHU NARULA
Project Manager, India
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How to Test the Ability of Job Candidates to Apply Certain Knowledge in Practice When you're hiring for a role in a domain requiring specific skills and the candidate is from this same domain, then you can put forward a difficult situation / challenge your team is facing or has successfully resolved as question. This has following advantages:
- Most probably, the candidate will share solution/s based on his experience. This will give you insight into his experience and a sharp hiring manager will easily call out the bluffs.
- If nothing, you might get another solution/different perception. Even if you don't hire the candidate, you acquired a new idea.
- For sales-driven hiring, you might acquire some new leads through cross referencing.
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Anonymous
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Recruiting the Best Candidate It's important to ask various types of questions such as: stressful questions, scenario-based questions, aptitude questions etc.
Based on a structured questionnaire. Also a practical exam will give a good opportunity to assess the candidate's knowledge and skills.
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Langi Malamba
CEO, South Africa
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When to Let Go a Manager Who Was Outstanding During Interviews and Induction, But is Failing at Implementation It is somewhat hard to resolve this issue. The amount of support and remedial action might not be enough to undo the decision of the interviewing panel that found a person the 'best candidate'. There are situations where you need to take the decision to let go a person during the probation period because you were hoping within 6 month the person will get a better grasp of the work, learn and adapt, but you find out that no amount of support is going to turn the situation around. Ultimately you may need to constructively dismiss the person after following due labour processes.
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Anonymous
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Hire for Potential, not Applying Knowledge One step further is to not to select people for their knowledge at all. Due to the accelerated times we live in, the shelf life of any knowledge or specific skills a candidate may or may not have will be outdated quickly. So instead, select those that are capable of (quickly) acquiring and applying new knowledge areas.
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