Do You Really Need to Interview a Slate of Candidates? Or Just One?

Do You Really Need to Interview a Slate of Candidates? Or Just One?

When hiring, it’s tempting to rush into interviewing, rather than waiting to develop a full slate of candidates. Hiring managers are often eager to interview as soon as they approve a job description. It’s a request most HR folks try to oblige. And it’s often a mistake.

So what’s the downside to interviewing the first few qualified people who responded to your recruiting efforts? If it only takes one great person to fill the job, why wait around for more candidates to emerge? What if the good people get other jobs while you are waiting? 

Occasionally, it does make sense to interview the first few people who apply. But most of the time, you actually slow down your search by interviewing too soon. Unless you are incredibly familiar with the job you are filling, waiting until you have developed a full slate of five to eight candidates almost always results in a  better hiring decision. (To be clear, I’m talking about waiting 3 or 4 weeks, not 3 or 4 months.)

So how do you know when to jump, and when to wait? We’ve put a lot of thought into this question, and here is our decision process (click to see the larger view):

SA Candidate Slate Flowchart

For example: If you routinely hire for Network Engineers, and currently have several on staff, then you have an excellent basis for comparison when you interview another Network Engineer. Because you have recently interviewed dozens of these candidates, you can instantly recognize a good one when you meet them. And you know what to pay them. No need to wait for a slate here.

But if you have not recently interviewed any Network Engineers, you don’t really have a basis for comparison. You need to educate yourself before you can make a fully informed hiring decision. You are unfamiliar with the job market, no matter how deeply familiar you are with the job and skills required. You need to see firsthand how people from various backgrounds would bring different capabilities to the job. You need to see how compensation for the role varies by skill level. In short, the early candidates might be fine – but without a full slate of candidates to choose from, you are not ready to properly evaluate them, or to understand how your job compares to their other options.

Bob Corlett is the founder and President of Staffing Advisors. He’s been named as one of the 100 most influential people in staffing, is a nationally syndicated weekly writer for the American Cities Business Journals and is a founding member of the Editorial Advisory Board for The HR Examiner. Bob is a frequent speaker at meetings of the Society for Human Resources Management. Thousands of hiring executives read his monthly newsletter, and the Resource Center on this site contains hundreds of his articles on innovation, staffing, leadership and performance management. Bob has worked in the staffing industry since 1989, starting Staffing Advisors in 2002.