| ften, many of us end up hiring the candidate who's | | | | questions is a proven way to go beyond those first |
| best at the interview, but may not be best at the job. | | | | impressions of a candidate and truly determine |
| We tend to rely heavily on instinct and good first | | | | whether or not they have what it takes to be a top |
| impressions, and favor candidates who give us the | | | | performer. Below are the 5 questions Deutsch |
| smoothest, most polished answers. As a result, we | | | | recommends asking to determine whether a candidate |
| often end up hiring the most articulate interviewee, but | | | | has what it takes to succeed. The first three test an |
| not necessarily the one most likely to succeed | | | | interviewee's experience, while the final two test his or |
| long-term in the position. So how do you fine-tune your | | | | her ability to perform in the position for which you're |
| screening skills to separate the good interview from | | | | hiring: |
| the truly great candidate? One way to begin is by | | | | • Give me an example of an instance in which |
| giving your interview questions an overhaul: weeding | | | | you demonstrated high initiative. A defining |
| out those that are no longer helpful, and adding new | | | | characteristic of top performers is their ability to take |
| ones that provide insight into how a candidate is really | | | | initiative," Deutsch says. "They don't wait for |
| likely to perform in a position. | | | | opportunity to come to them. They'll step up to the |
| For help, I turned to Barry Deutsch of Impact Hiring | | | | plate, and be ready to perform." An employee with |
| Solutions. Barry has 15+ years of experience in | | | | high initiative is likely to not only meet objectives, but go |
| executive search practices, and his "You're Not the | | | | the extra mile for their employer. |
| Person I Hired" workshops have helped thousands of | | | | • Give me an example of a time when you've |
| companies understand how to find and hire the right | | | | executed a project flawlessly. While many people are |
| people. When it comes to interview questions, Deutsch | | | | skilled at setting strategies, few can actually implement |
| says, most people are missing the mark by continuing | | | | them from start to completion. "Getting the job done |
| to do the same old things they've always done. "The | | | | and done well is critical," says Deutsch. "Many people |
| majority of hiring managers and executives tend to | | | | like to overanalyze things. Top performers do the |
| use the same, standard list of mundane questions," he | | | | analysis required, and then go on to get the job done." |
| says. "In fact, most executives will tell you that their list | | | | The types of answers an interviewer should be |
| of interview questions is based on what they were | | | | looking for are ones that clearly demonstrate a |
| asked in their own interviews years (or even decades) | | | | candidate's ability to fulfill obligations: budgets hit, |
| before." | | | | projects completed on time, metrics and |
| Below, Deutsch offers a list of some common | | | | measurements achieved, etc. |
| interview questions to stop asking, along with the 5 | | | | • Tell me about your biggest team |
| critical ones that provide worthwhile insight and will | | | | accomplishment in difficult circumstances. This question |
| hopefully keep you well-supplied with outstanding talent. | | | | can help you determine whether a candidate has the |
| Questions to STOP Asking | | | | ability to motivate others - an especially critical |
| By now, the list of standard interview questions has | | | | component of any management position. "No one can |
| become so commonplace that candidates arrive at | | | | do it all," says Deutsch. "Top performers know this, and |
| interviews with their equally standard answers already | | | | get the job done by utilizing the talents of others." And |
| prepared and memorized. "Canned questions get | | | | asking a candidate to point out leadership in the midst |
| canned responses," Deutsch says, "and the trouble | | | | of difficulty helps separate the good from the great. |
| with the standard series of interview questions is that | | | | Explains Deutsch, "we are all good leaders in good |
| all they really measure is a candidate's ability to | | | | times, but the best leaders are able to motivate people |
| answer them." Common examples of such questions | | | | even when circumstances aren't the best." |
| include: | | | | • One of the critical components of this position |
| • Tell me about yourself. This is commonly the | | | | is ______. Can you describe your most comparable |
| first thing asked in an interview, and has little purpose | | | | accomplishment? This question reveals whether a |
| other than to waste time while settling in. "The question | | | | candidate understands the expectations and roles |
| is confusing for the candidate," says Deutsch. "What | | | | involved in the job for which they're applying. It also |
| exactly should they say about themselves? Should | | | | reveals his or her track record of performance and |
| they start with kindergarten and work their way up to | | | | accomplishments over a period of time, and |
| the present, or talk more specifically about a recent | | | | determines whether that track record is similar in |
| work experience?" From the interviewer's perspective, | | | | scope to the objectives of the job for which you're |
| the question is typically nothing more than a way to | | | | hiring. Truly outstanding candidates can clearly |
| buy time. "Most hiring managers don't even hear the | | | | demonstrate a history of consistently high |
| answer to this one," he says. "Instead, they're using the | | | | performance and can apply that experience to the |
| time to review the candidate's resume, or in some | | | | objectives of the job ahead of them, which according |
| cases to read it for the first time." | | | | to Deutsch is a "critical component of any qualified |
| • What is your biggest weakness? "Everybody | | | | employee." |
| knows this one is coming," Deutsch says, "and | | | | • How would you go about implementing |
| everyone prepares a similarly-themed answer: listing a | | | | ______ in this position? Using the same critical |
| 'weakness' that's actually a strength." We've all heard | | | | component example in the question above, the way a |
| them before: supposed 'shortcomings' such as "I'm a | | | | candidate answers this question reveals whether he or |
| perfectionist," "I take on too much," or "I drive my team | | | | she is adaptable - specifically, whether they can adapt |
| too hard." Predictable questions like this one are | | | | to the work environment of the position they're |
| another waste of time and are ineffective at helping | | | | interviewing for. "Things rarely go as planned," Deutsch |
| you determine whether a candidate can actually | | | | says, "and great employees must be able to adapt to |
| perform in the position for which you're hiring. | | | | changing circumstances. Change is a given; what |
| • One of the core responsibilities of this job is | | | | counts is whether a person is able to change along |
| (fill in the blank). Can you do that? Too often, an | | | | with it." A great candidate can demonstrate an ability |
| interviewer will outline a performance expectation, a | | | | to adapt their past accomplishments to fit your client's |
| core value of the company (i.e. "teamwork,") or some | | | | current environment and resources. If they can't do |
| element of the corporate culture, and will follow up by | | | | that, then regardless of other talents they probably |
| asking whether the candidate thinks he or she can | | | | won't be successful. |
| accept or meet the requirement described. Leading | | | | According to Deutsch, everything else in an interview |
| questions like these tend to elicit only one answer: the | | | | should ideally stem from a candidate's answers to |
| one you want to hear. Deutsch refers to these as | | | | these 5 core questions, via a process he refers to as |
| "stupid behavioral questions," because the question | | | | "peeling the onion." The fact is, most candidates are |
| itself gives away the answer or behavior you're | | | | prone to embellish and/or exaggerate their experience |
| looking for. "No candidate is going to tell you they can't | | | | and accomplishments. In order to determine whether |
| work in a team (even if it's true)" he says, "after | | | | they've really accomplished as much as they claim, |
| you've just outlined teamwork as an important element | | | | peel back the layers of their answers with a variety of |
| of the job." | | | | follow up questions. "Probe deeply for the why, when, |
| 5 Key Questions to START Asking | | | | how, and what," Deutsch says. "Keep asking for |
| "Whether a company is looking to hire a CEO or a | | | | examples, don't accept superficial statements, and |
| manager, they want to hire the best and the brightest," | | | | don't let up until you feel you have a clear visual picture |
| Deutsch says. Asking a series of strategic, insightful | | | | of what the candidate has actually accomplished. |