Most small enterprises have a simple method of recruitment. This is a three step model which typically entails reviewing a standard application form, taking up references, and then of course, conducting an interview.

The fact is, there is so much more a manager can do carefully select the perfect person for the job. Some examples may be skills tests, psychological analysis tests, group exercises and work sample challenges, to name a few.

However, many managers typically see themselves as ‘smart’ when it comes to choosing people. Often they conduct an unstructured interview, which relies on their gut instinct and interpersonal rapport between themselves and the candidate.

A wise manager recognises the potential of moving away from the traditional the three step model and investing in their own personal development to become a more astute recruiter.

To improve their success in recruitment, managers are relying less on the ‘gut’ interview as the sole means of selection, and are moving towards a structure which has a specific sequence and logic which covers key areas that directly relate to the job function.

If you can identify the most important elements of high performance in a particular role, you can structure careful indirect questions designed to elicit the key behavioural traits the candidate needs to possess.

You can then progress to ask a series of questions based on the hypothesis principle. By placing the candidate in a hypothetical situation they may face, and asking them directly how they would behave in such a situation, you’ll get a much stronger idea of their strengths and weakness.

In all cases a candidate’s responses should be rated on a qualitative or quantitative scale, which can be later used for comparison.