The Interview—Building on what we’re already doing well.

The Interview—Building on what we’re already doing well.

Jeff Gipson | September 8, 2022

The interview is a crossroads at which possibilities—good and bad—are born. It is a simple act of connection and conversation on which the growth of an organization and a career are dependent. While it might seem sort of usual, without giving the interview the proper consideration each and every time it is implemented, the resulting loss of potential growth can be astronomical when we look exponentially outward into the future of a business. 

Now that we are focused on this dynamic tool of introduction and assessment, these are just a few reminders of what we want to do when engaging prospective team members.  

Be Honest

I know that transparency is a buzzword but being open and honest with incoming talent must be consistent and absolute behavior. What you promise, you should be able to deliver upon and exceed. If you can’t, let them know. There’s no faster path to high turnover than communication that is unreliable and promises that are continually broken. Trust keeps teams cohesive.  

Be Considerate

Ask your candidates for times that work best for them and their schedules. I’m busy. You are busy. Everyone is busy. Approach the management of the interview process and the scheduling with flexibility that communicates this basic understanding of limited time. It will translate into the future. Your behavior during the process is what a candidate will expect in their future working environment. That environment should be defined by understanding and a lack of heavy-handedness.  

Be Kind

You are talking to a person. Not a resume, not a skillset, not a source of revenue, not a number. I mean, they are all those things, but people are more than the summation of their parts and should be treated with dignity, respect and kindness. You are entering into conversations with candidates who come from a variety of circumstances and backgrounds, with those individuals who may have suffered at the hands of layoffs and downsizing. Getting to know them, having that natural dialogue and clearly communicating to them what is going on in your organization might be the change of pace that brings a high-value passive or active candidate over to your organization.  

Be Curious

The job market is always changing and the number of individuals that have the skillsets to do specialized work is not a constant. During the later stages of the interview process, compensation will be discussed, and you should possess the knowledge to create an offer that matches the most current reality of that candidate’s market value. Never assume you are the authority on how much talent is worth. 

Be Decisive and Trust the Process

We have been in the insurance recruitment business for decades, and our perspectives have allowed us to consult on the shortcomings and strengths of hiring processes across this industry. Hiring managers must possess confidence in their own process, streamline the involvement of other organizational decision-makers and focus on meeting, assessing and securing the professionals’ right for their company. Making the wrong call can be detrimental to a team but not having the confidence to make a decision can be just as harmful. 


At The James Allen Companies, we work with our clients and candidates alike to ensure that both sides have an accurate view of the other, building trust and laying the foundations for a healthy relationship starting with the interview.

About the Author

Jeff Gipson
Jeff Gipson Sr. is a veteran of the staffing industry, with more than 30 years of experience. He got his start working for an international staffing organization where he focused on information technology placements across the country. In July 1992, Jeff continued his staffing career with a St. Louis based information technology staffing company. There, he was strategically involved in launching the organization’s first branch office — and subsequently three additional branch offices over the next several years. In July 2000 Jeff made another move — this time to launch his own staffing company, continuing his IT focus. In 2003 the organization was reinvented. Relying on his earlier sales career in the insurance industry, the company changed course and began building the firm around the insurance industry. The company continues to put all their energy in the insurance sector filling positions of all titles across the country. Jeff and his wife Carolyn have been married since 1980. They have three children and seven grandchildren.
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