Assessing the true strengths and weaknesses of a prospective team candidate is never easy. The interview process often reveals a person who doesn’t show up as the same talent later. Projecting the best possible version of themselves is an art form most candidates are prepared for. But to select the best candidate, leaders must break through the facade of interview talk and learn about who people really are.
Rarely do you get there (show/share weaknesses) in one interview. I recommend 'going on a few dates' before you decide to 'hop into bed' with them. But how many of us are subject to the 'one night stand' only to wake up the next morning (after a few weeks on the job) with the ugly truth? Slow the process down, stretch it out over a couple of weeks. Don't have the time? Think about how much time you will waste in hiring the wrong person. Talk to your Recruiters too - is the candidate available, responsive, and friendly? Or do they not answer/reply to calls/emails and are they entitled or rude? Talk to your Executive Admins when interviewing Executive candidates. Re: How do they "treat the unimportantly importantly"? Executive Admins know the ugly truth, but are rarely asked their opinion until after the person is hired. Lastly, HR Guy disclaimer - make sure your interview questions are job related and tied to important work outcomes.
I do. Depending on the role, my first interaction with a candidate might be a conversation about the job itself (realistic job preview). Then, I bring them in for an interview. If I'm on the fence with someone, I'll ask a trusted third party to interview them and ask them to focus on a certain aspect. I heard Randall once say that he can quickly tell the quality of a leader by the questions she/he asks. I think the same thing goes when hiring people. What research have they done on the company and you? How much time have they put into thinking about the job they are applying to? What questions do they have for you. I love it when a candidate asks if they can talk to more people about the job/company before making a decision too.
Yes! Input from all around is vital! And there is no substitute for sharing a meal with the candidate if possible. Much is revealed when breaking bread.
I like this approach. I would add one more suggestion. I always ended interviews with the same question: “If you were in my seat and interviewing candidates for this open position, what would be your hesitation in hiring you?”
The question is disarming, so answers can be most revealing. Here you get direct knowledge whether a candidate is capable of cognitive empathy.
Even though I was asking about hesitations, the shift in perspective was usually broader. Candidates who girded themselves in armor for the interview suddenly sat there in street clothes, revealing their weaknesses. Candidates who lacked confidence suddenly found themselves articulating their strengths.
There is no perfect way to assess candidates, but I always found this question, posed last, cut through a lot of nonsense.
You have made some great points. The ability to read the room is imperative. During our interview/s, we ask similar questions. I remember when they first asked me my weakness/es, I was shocked. I thought wow this is a first! As I processed it; I respected the transparency. Personally, anger and impatience have been two of the toughest character defects I have been dealing with (my entire life). The ability to be transparent and clear on expectations is imperative for a transactional relationship.
Rarely do you get there (show/share weaknesses) in one interview. I recommend 'going on a few dates' before you decide to 'hop into bed' with them. But how many of us are subject to the 'one night stand' only to wake up the next morning (after a few weeks on the job) with the ugly truth? Slow the process down, stretch it out over a couple of weeks. Don't have the time? Think about how much time you will waste in hiring the wrong person. Talk to your Recruiters too - is the candidate available, responsive, and friendly? Or do they not answer/reply to calls/emails and are they entitled or rude? Talk to your Executive Admins when interviewing Executive candidates. Re: How do they "treat the unimportantly importantly"? Executive Admins know the ugly truth, but are rarely asked their opinion until after the person is hired. Lastly, HR Guy disclaimer - make sure your interview questions are job related and tied to important work outcomes.
You like the adage “Hire slow...” David?
I do. Depending on the role, my first interaction with a candidate might be a conversation about the job itself (realistic job preview). Then, I bring them in for an interview. If I'm on the fence with someone, I'll ask a trusted third party to interview them and ask them to focus on a certain aspect. I heard Randall once say that he can quickly tell the quality of a leader by the questions she/he asks. I think the same thing goes when hiring people. What research have they done on the company and you? How much time have they put into thinking about the job they are applying to? What questions do they have for you. I love it when a candidate asks if they can talk to more people about the job/company before making a decision too.
Yes! Input from all around is vital! And there is no substitute for sharing a meal with the candidate if possible. Much is revealed when breaking bread.
I like this approach. I would add one more suggestion. I always ended interviews with the same question: “If you were in my seat and interviewing candidates for this open position, what would be your hesitation in hiring you?”
The question is disarming, so answers can be most revealing. Here you get direct knowledge whether a candidate is capable of cognitive empathy.
Even though I was asking about hesitations, the shift in perspective was usually broader. Candidates who girded themselves in armor for the interview suddenly sat there in street clothes, revealing their weaknesses. Candidates who lacked confidence suddenly found themselves articulating their strengths.
There is no perfect way to assess candidates, but I always found this question, posed last, cut through a lot of nonsense.
That sounds like a good question framed to get people to not simply talk about their strengths as if they are weaknesses.
Thanks Jim.
Good morning,
You have made some great points. The ability to read the room is imperative. During our interview/s, we ask similar questions. I remember when they first asked me my weakness/es, I was shocked. I thought wow this is a first! As I processed it; I respected the transparency. Personally, anger and impatience have been two of the toughest character defects I have been dealing with (my entire life). The ability to be transparent and clear on expectations is imperative for a transactional relationship.
Thank you for your time.