When your hiring engine is running full-steam ahead, it is easier to accept one or two bad hiring decisions as the cost of doing business. But in economic times like these, when you only have the green light to fill the most critical jobs, you can’t afford a mistake.

According to DDI research, ninety-two percent of interviewers give themselves an “A” or “B” in interviewing, even though more than half admit to basing hiring decisions on instinct. And, only seven percent of untrained interviewers report a lack of confidence in their interviewing skills. So, if we are truly as good at interviewing as we think we are, why do so many job seekers report having been asked questions like:

• What would you do with an elephant if you had one?
• How do you make a peanut butter sandwich?
• If you were a tree, what kind would you be?

Clearly, these are not the sorts of questions that can accurately predict future job success, or identify your future CEO. And while most of us like to believe that we are strong judges of character, instinct is simply not sufficient when so much—reduced turnover, increased speed to productivity, and growing your leadership pipeline—is at stake.

Study after study clearly shows the correlation between strong interview techniques and a candidate’s on-the-job success. How can interviewers identify the best candidates? In the following article, we’ll explore this topic, addressed in DDI’s latest white paper If You Were a Tree, What Kind Would You Be? In our next issue of ddidirections, we’ll discuss how to make sure those candidates say “yes” to your offer. Read the article.