1. Monopolizing speech
Imagine an interview where the interviewer talks non-stop, explaining every detail of the profile. The candidate (or employee) is silent, nodding politely, but in reality taking no ownership. Get the interviewer to speak!
Absolutely avoid: Provide long, one-sided explanations without giving the person in front of you any space.
Do: Reverse the dynamic! The interview should be a dialogue in which 80% of the speaking time belongs to the respondent and 20% to you, the interviewer. Ask open-ended questions like: “How do you interpret these results in your current context?” or “What resonates most with your experience?”
Another recommended approach: Beforehand, ask the person to quote 3 to 5 points from the report with which he or she fully agrees, and 3 to 5 points with which he or she does not agree or has difficulty agreeing. Then ask open-ended questions to elicit examples from the person’s professional life. This will allow the person to reveal themselves and become aware of their own dynamics.
2. Ask closed questions
It’s easy to get stuck in an exchange if you limit yourself to closed questions such as: “Is that all right with you?” This ends the discussion before it even starts.
Absolutely avoid: “Closed” questions that call for a simple ‘yes’ or ‘no’.
Do: Use open-ended questions, especially the “how”, which invites the respondent to probe further. For example:
- “How do you see this trait in the way you work?”
- “How does this result correspond to your professional objectives?”
This allows the person to reveal themselves and build their own story. Ask them to give you examples from their professional career. This will encourage them to tell unprepared stories of activities that illustrate certain traits of their behavior.
3. Neglecting the interviewee’s emotions
Some results may touch on sensitive areas for the interviewee. Imagine hearing, “You lack proactivity.” If this information is not explored with empathy, it will be perceived as a judgment.
Absolutely avoid: React without empathy, in a neutral or impersonal manner.
Do: Adopt an active listening posture. Rephrase: “You seem surprised by this result. Can you tell me more?” This shows that you’re attentive and ready to explore what really matters to the other person. Ask questions that show you welcome emotions with empathy. Remind yourself that the aim is not to judge, but to better understand in order to progress. I remember a colleague who was surprised by a result he didn’t recognize. After asking a few open-ended questions, he shared an anecdote that perfectly illustrated this trait. This moment of listening transformed his perception and opened up new avenues of reflection.
4. Impose a single reading, with no exceptions
Presenting the report as an absolute verdict is bound to be counter-productive. The candidate will feel labeled, even locked into a box. Reporting a result is a matter of co-constructing an understanding. Unfortunately, some assessors fall into the trap of wanting to “explain” everything.
Absolutely avoid: Adopt an expert “I know it all” stance.
Do: Give the respondent space to make his or her own sense of the results. A phrase like: “How does this trait manifest itself in your daily life?” can fuel a discussion in which the respondent becomes a player in the interview.
5. Not co-constructing an action plan
A good interview doesn’t end with a simple explanation of the results. It must be a call to action. To achieve this, the action plan must emerge from the dialogue.
Absolutely avoid: Closing the meeting on a vague or theoretical note. Or impose an action plan that is not shared.
Do: Work out a realistic action plan with the respondent. Ask:
- “What first steps are you considering?”
- “How could you build on this strength in your current projects?”
The goal is for the person to walk away with clear, actionable ideas. Make the person responsible for his or her own development.
Conclusion: An interview that reveals your full potential through a unique opportunity for dialogue!
A well-conducted interview enables the person you’re interviewing to better understand themselves, recognize their strengths and build a clear action plan for their progress.
The feedback from a PersProfile or any other psychometric test is a unique opportunity for dialogue. By listening actively and asking open-ended questions, you give your interlocutor the keys to understanding, appropriating and acting on his or her results. Make this exchange a collaborative and engaging moment. Every interview is an opportunity for transformation: for the respondent as well as for you. Cultivate listening and dialogue, and you’ll turn each feedback into a powerful development lever.
Share your experience: in your feedback sessions, what additional tips would you give to encourage listening and dialogue?
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