| Jim, a department manager you depended on highly, | | | | the candidate will be required to do analytical problem |
| just announced he's changing careers to become a | | | | solving. The idea is to ask him to think about something |
| zoologist. You are desperate to fill his position and are | | | | in a way they've never thought about before. As long |
| doing everything you can to ensure you bring in | | | | as the answer is reasonable, I don't worry about it |
| someone equally talented (although perhaps with a | | | | being "correct." I am interested in how they think the |
| slightly lower love of animals). You've sifted through a | | | | process through and how they deal with the ambiguity |
| stack of resumes higher than the Burj Dubai. You had | | | | of the situation. I suggest having them think out loud so |
| someone do a quick phone screen to eliminate | | | | you can follow the process and answer questions |
| obvious "oops" candidates. You cleared your schedule | | | | they might have. (No, they cannot use the computer, |
| (that was a painful chore), and you are ready to being | | | | their iPhone, or anything else. They just have to think |
| interviewing. | | | | the problem through.) Some examples of case studies |
| In walks Candidate A. You shake hands, introduce | | | | might include: How many pianos are there in New York |
| yourself (wondering silently what kind of an odd name | | | | City? How many eggs does the local coffee shop use |
| "Candidate A" is), and you both sit down. There is a | | | | in a day? |
| pause-which stretches slowly into a crushing silence. | | | | 3. Please tell me about a time when you changed |
| Candidate A is looking expectantly at you, paragraphs | | | | someone's mind. What was the situation? What did |
| of well-rehearsed wisdom ready to be dropped into | | | | you do? What happened? This particular |
| any question you might pose. And you realize you | | | | behavioral-based interview question is one of my |
| have absolutely nothing to say. Then you wake up and | | | | favorites. As the ability to work in teams becomes |
| realize that this was a dream. But still, you wonder, | | | | ever more important in the workforce, influencing |
| how do you make the best use of the interview time | | | | people and working in a collaborative manner are |
| to be sure you are ready to make a decision about | | | | critical skills. |
| your next hire? | | | | 4. Please tell me about a time when you changed your |
| Not All Interviews Are Created Equal | | | | own mind. What was the situation? What did you do? |
| Just as all jobs are not the same, all interviews | | | | What happened? Closely related to the previous |
| shouldn't be the same. After all, you're looking for | | | | inquiry, this question is designed to highlight whether the |
| different skills and problem solving abilities-even | | | | candidate is open to new ideas and new ways of |
| different personalities-for different roles. Therefore, not | | | | thinking. Depending on the position I'm interviewing for |
| all interviews should use the exact same questions. | | | | or the answer I hear, I may ask for a second example |
| That said, there are some general approaches that | | | | just to be sure that she has demonstrated real |
| are better than others. | | | | adaptive ability as opposed to changing her mind one |
| The key to all good interviews is to prepare. Create an | | | | time in a moment of weakness. |
| interview guide for the position with some consistent | | | | 5. If you were going to convince a friend or colleague |
| questions for all candidates and some tailored to each | | | | to apply for this position, what might you tell them? |
| individual. | | | | Assuming you've done the prescreening well, you can |
| Reread the resume. I can't emphasize this enough. Not | | | | be fairly certain that the candidate has the skills for the |
| having read the resume does not make you appear | | | | position. Hopefully, you've also figured out that she has |
| busy and powerful. It makes you appear unprepared | | | | a natural fit, the instinctive modus operandi, to be a |
| and uncaring. Who wants to work for a boss like that? | | | | good fit for the job and for working with the hiring |
| The Good, the Mediocre, and the Unspeakably Awful | | | | manager. Now you need to know if she has desire to |
| A good interview moves you smoothly along the path | | | | bring her passion for the position and the company to |
| of determining whether to invite the candidate to | | | | work every day. This question will help you understand |
| continue the interview process, and (hopefully) | | | | how much research she has done on the company as |
| encourages the candidate to remain enthusiastic or | | | | well as give you some insight as to the attitude and |
| remove himself from consideration (better to know | | | | zeal she'll bring to your department. |
| now!). | | | | The Five All Time Worst Interview Questions |
| A mediocre interview doesn't do any particular harm, | | | | Unfortunately, there are all too many bad interview |
| but doesn't do much good either. The interviewer is | | | | questions that get asked all too frequently. Here's my |
| generally left to make a "gut feel" decision based on | | | | list of questions that should be retired to their own |
| how the person interviewed. This is generally a fairly | | | | special Hall of Shame. |
| poor predictor of success in the job. | | | | 1. Tell me about yourself. Here's how any candidate will |
| Unspeakably awful interviews are just that: interviews | | | | interpret this question: "I didn't have time to read your |
| that damage your company's image and reputation | | | | resume or if I did it wasn't interesting enough to |
| and may even put the company at legal risk. Here are | | | | remember so why don't you fill me in so I have a clue |
| some examples: | | | | what we're talking about." It's also so vague, it leaves |
| - The interviewer talks about himself and the company | | | | many candidates wondering if you're the type of |
| for the entire interview. | | | | manager who expects people to read your mind. If |
| - The interviewer makes the candidate sit and wait for | | | | you must ask some form of this, at least make the |
| 45 minutes-and then reads the resume for the first | | | | effort to look professional by saying something like, |
| time in front of the candidate. | | | | "I've had the opportunity to review your resume, but I |
| - The interviewer asks seriously stupid or illegal | | | | often find it helpful to hear people explain their own |
| questions. I'm not talking generically dumb or useless | | | | background. Why don't you give me a short |
| questions (those are generally harmless and fall under | | | | description of your career." |
| the mediocre column); I'm talking bone-jarringly stupid | | | | 2. Where do you see yourself in five years? |
| questions. Like "So, what did you think of Lisa, my | | | | Seriously? Most of us aren't even sure where we'll be |
| secretary?" or "What should I get my wife to make up | | | | in a month. Also, it's an expected question. Therefore |
| for the fight we had last night?" (I wish I were making | | | | (again) the answer is likely to be rehearsed, polished, |
| this up.) | | | | and practically meaningless. |
| Which Questions | | | | 3. Tell me your strengths and weaknesses. Easily my |
| Why waste your time asking questions that won't help | | | | least favorite question of all. First of all, everyone |
| you make a decision about the candidate? If all you | | | | expects this question. If the candidate can't answer this |
| plan to base your decision on is whether you like the | | | | smoothly, they struggle with other questions so you |
| person, why not make small talk and forget interview | | | | can't really use this to weed people out. Everyone |
| questions? The answer is you shouldn't make a hiring | | | | knows to make the strength something generic |
| decision solely based on whether you like a person or | | | | enough not to be threatening, and to make the |
| not. You need to be sure they are a great fit for the | | | | weakness something you've worked hard to |
| company, the culture, the position, and the style of | | | | overcome (and that wouldn't really matter if you still |
| decision making the job entails. | | | | suffer from-like working too hard). If you ask this |
| One or two thoughts before I tell you which (in my | | | | question, you deserve the hogwash you're about to be |
| opinion) are the gold-standard Best and Worst | | | | fed. |
| interview questions of all time. | | | | 4. Do you like working in a team environment? "Nope. |
| Not all Best questions are "best" for all interviewers or | | | | Pretty much hate people. Hoping for a job in which I |
| all jobs. Certainly, you should use your judgment. | | | | can stare at my computer all day long and growl at |
| Similarly, not all Worst questions are "bad" for all | | | | anyone who asks for help or information. I figure if I do |
| situations. Well, yes, they are always bad. So I've | | | | this well enough, I'll become the next Dilbert character." |
| included some ways to modify them to make them | | | | If you want to know how they will work in a team, |
| better questions. | | | | then that's what you need to ask. For example, "Can |
| Finally, I am not a fan of predictable questions that get | | | | you tell me about a time when you worked as part of |
| rehearsed answers. You would be unlikely to ask a | | | | a team to solve a big problem?" or "What role do you |
| candidate "Would you consider a paycheck a | | | | find yourself filling in a team setting? Is this a role you're |
| necessary consideration for employment?" because | | | | comfortable in? Can you give me an example of a |
| you know the answer will be 'yes.' So there is no need | | | | time when you worked in a team in this kind of role?" |
| to ask-it wastes time and may diminish you in the eyes | | | | 5. Do you work well under pressure? What do you |
| of the interviewee. | | | | expect someone to say? "Er, not really."? "Can I call |
| The Five Best Interview Questions | | | | use a lifeline?" "No, but I bring my mom to work every |
| Here are the best questions I've found over the years, | | | | day and she's great with pressure." There is only one |
| starting with my all-time favorite. | | | | possible answer to this question, so why bother |
| 1. What is your colleagues' biggest misconception about | | | | asking? The days of the high pressure interviews are |
| you? In all likelihood, the candidate has never heard this | | | | gone with other unfortunate trends of the 1980s, so if |
| question, but it is a question he should be able to | | | | you want to know how the person will respond to a |
| answer with a little thought. Give him a little time to | | | | high pressure situation, ask for an example of when |
| think-after all, that's part of what you're trying to | | | | they worked under pressure in the past. Of try |
| uncover: how does he react when something new is | | | | something like, "Here at XYZ Diamond Cutters, we |
| thrown his way. This question can be used at any level | | | | understand that cutting extremely large gemstones is |
| of the organization or in any industry. It doesn't require | | | | an art that involves a lot of stress. What do you do to |
| special knowledge about anything except himself-and | | | | balance your environment so the stress does not |
| your candidate should be an expert about himself! It | | | | become overwhelming?" |
| does require self-awareness and willingness to think a | | | | Final Thoughts |
| bit differently. One frequent answer is "Nothing-I'm a | | | | Remember that interviews aren't conducted on either |
| very open person-what you see is what you get." I | | | | side of a one-way mirror. Just as you are evaluating |
| generally probe a bit with that answer, but you have to | | | | the candidate, so the candidate is evaluating you. You |
| judge based on the candidate's reaction. | | | | are in fact marketing your company. You will interview |
| 2. Case study. I love using case studies for positions | | | | far more people than you will ever hire. Be sure you |
| where the candidate will have to make decisions with | | | | leave those who are not offered a position feeling |
| less than complete information and for positions where | | | | great about you and your company. You never know... |