What are your strengths...blah blah.
October 23, 2006 8:50 AM
What are some great job interview questions?
I'm interviewing candidates this week for an administrative position in an office where I am relatively new myself. I'm also new to management and have never done this before. The usual questions (what are your strengths/weaknesses, where do you see yourself in 5 years) will only generate prepared and tired responses, I'm sure. What are some clever questions that will help me get very telling responses? This is for a job in the clincial research complinace setting.
I'm interviewing candidates this week for an administrative position in an office where I am relatively new myself. I'm also new to management and have never done this before. The usual questions (what are your strengths/weaknesses, where do you see yourself in 5 years) will only generate prepared and tired responses, I'm sure. What are some clever questions that will help me get very telling responses? This is for a job in the clincial research complinace setting.
How well do you deal with criticism, constructive or otherwise?
posted by SpecialK at 9:00 AM on October 23, 2006
posted by SpecialK at 9:00 AM on October 23, 2006
How to Hire—and Be—a STAR
A STAR is someone who sets or accepts a goal, determines the tasks required to reach the goal, and develops an action plan to ensure that the tasks are scheduled, assigned, managed, and accomplished effectively to obtain the results desired. Some or all of the tasks are self-assigned and self-managed. Obstacles encountered along the way are reviewed and creatively overcome.
Who would not want to be a STAR, and who would not want to hire a STAR?
S = the situation: the goal, the problem, the focus.
T = the tasks that address the situation: steps to reach the goal or solution.
A = the action plan: the overall strategy that will direct the tasks. The action plan ensures that the work is done proactively toward the goal rather than reactively in simply solving problems, some of which may be unimportant or irrelevant.
R = results, both the end-result and the results achieved along the way that may suggest course corrections. To obtain results is to have some measurement system in place that provides on-going feedback so that you’re not flying blind.
This straightforward method allows you to hire STARs, because you look for evidence that the applicant uses this method. In effect, you apply the STAR method to the interview process:
S = the goal of hiring a STAR
T = determine the applicant’s accomplishments (Review the résumé; accomplishments are usually stated in the form “increased revenue by x% in y years” or “decreased defects by x% in y years.” If the résumé contains no specific accomplishments, that is a sign that the person is already not a STAR—they have not applied the STAR method to creating their résumé.). Then determine whether the applicant used the STAR techniques to achieve these accomplishments.
A = review the résumé as above, then ask the applicant to explain how they achieved the results described in the résumé. If the applicant does not explain the specific steps, you’re not talking with a STAR: STARs know exactly what they did and why: they’ve been there.
R = hire the best of the STARs.
Examples:
Interviewer: “You mention that you increased revenues from $800,000 to $3,200,000 in 5 years. How did you do that?”
Applicant: “I got in there and worked with the sales people. When they required motivation, I motivated them. If they didn’t know what to do, I trained them.”
Int: “What steps did you follow?”
App: “Well, I listened to them, and worked directly with them. I observed where they had troubles or problems, and helped them.”
Int: “Did you have to train them?”
App: “Oh, yes. Quite a few needed training.”
Int: “How did you do that?”
App: “Well, after working with them, I would know what each one needed, and I’d see that they were trained on that, either by me, or by other workers, or sometimes by sending them to a course.”
Int: “Did you do any of the hiring?”
App: “Yes, indeed. As people left, I would hire the replacements.”
Int: “How did you decide whom to hire?”
App: (after a pause) “Well, really, gut instinct. If I felt good about the person, I’d hire them.”
Int: “Right. I think we all go with gut instinct. But to reach that, you probably talked to them, asked them questions, and so on. What were you looking for to make the hiring decision?”
App: (another pause) “I was looking for people who would like the work, I guess. People who were ready to jump in and do the job. And people that gave me a good feeling that they could succeed.”
Int: “Thank you for coming in. We’ll get back to you.”
This applicant is not a STAR. At best, she or he is a troubleshooter and problem-solver, who can be assigned to a group in trouble and help them resolve the problems in what they’re doing. But she doesn’t have a systematic method, doesn’t apply a system strategy, and can’t list the specific steps that led to the results. Her focus is on the problems, not on the goal. She can take a process that’s not working and help make it work better, but she won’t know whether the process is even needed or might better be replaced altogether.
Someone who was a star would give very different answers:
Interviewer: “You mention that you increased revenues from $800,000 to $3,200,000 in 5 years. How did you do that?”
Applicant: “I got in there and worked with the sales people. When they required motivation, I motivated them. If they didn’t know what to do, I trained them.”
Int: “What steps did you follow?”
App: “Well, I listened to them, and worked directly with them. I observed where they had troubles or problems, and helped them.”
Int: “Did you have to train them?”
App: “Oh, yes. Quite a few needed training.”
Int: “How did you do that?”
App: “Well, after working with them, I would know what each one needed, and I’d see that they were trained on that, either by me, or by other workers, or sometimes by sending them to a course.”
Int: “Did you do any of the hiring?”
App: “Yes, indeed. As people left, I would hire the replacements.”
Int: “How did you decide whom to hire?”
App: (after a pause) “Well, really, gut instinct. If I felt good about the person, I’d hire them.”
Int: “Right. I think we all go with gut instinct. But to reach that, you probably talked to them, asked them questions, and so on. What were you looking for to make the hiring decision?”
App: (another pause) “I was looking for people who would like the work, I guess. People who were ready to jump in and do the job. And people that gave me a good feeling that they could succeed.”
Int: “Thank you for coming in. We’ll get back to you.”
posted by LeisureGuy at 9:01 AM on October 23, 2006
A STAR is someone who sets or accepts a goal, determines the tasks required to reach the goal, and develops an action plan to ensure that the tasks are scheduled, assigned, managed, and accomplished effectively to obtain the results desired. Some or all of the tasks are self-assigned and self-managed. Obstacles encountered along the way are reviewed and creatively overcome.
Who would not want to be a STAR, and who would not want to hire a STAR?
S = the situation: the goal, the problem, the focus.
T = the tasks that address the situation: steps to reach the goal or solution.
A = the action plan: the overall strategy that will direct the tasks. The action plan ensures that the work is done proactively toward the goal rather than reactively in simply solving problems, some of which may be unimportant or irrelevant.
R = results, both the end-result and the results achieved along the way that may suggest course corrections. To obtain results is to have some measurement system in place that provides on-going feedback so that you’re not flying blind.
This straightforward method allows you to hire STARs, because you look for evidence that the applicant uses this method. In effect, you apply the STAR method to the interview process:
S = the goal of hiring a STAR
T = determine the applicant’s accomplishments (Review the résumé; accomplishments are usually stated in the form “increased revenue by x% in y years” or “decreased defects by x% in y years.” If the résumé contains no specific accomplishments, that is a sign that the person is already not a STAR—they have not applied the STAR method to creating their résumé.). Then determine whether the applicant used the STAR techniques to achieve these accomplishments.
A = review the résumé as above, then ask the applicant to explain how they achieved the results described in the résumé. If the applicant does not explain the specific steps, you’re not talking with a STAR: STARs know exactly what they did and why: they’ve been there.
R = hire the best of the STARs.
Examples:
Interviewer: “You mention that you increased revenues from $800,000 to $3,200,000 in 5 years. How did you do that?”
Applicant: “I got in there and worked with the sales people. When they required motivation, I motivated them. If they didn’t know what to do, I trained them.”
Int: “What steps did you follow?”
App: “Well, I listened to them, and worked directly with them. I observed where they had troubles or problems, and helped them.”
Int: “Did you have to train them?”
App: “Oh, yes. Quite a few needed training.”
Int: “How did you do that?”
App: “Well, after working with them, I would know what each one needed, and I’d see that they were trained on that, either by me, or by other workers, or sometimes by sending them to a course.”
Int: “Did you do any of the hiring?”
App: “Yes, indeed. As people left, I would hire the replacements.”
Int: “How did you decide whom to hire?”
App: (after a pause) “Well, really, gut instinct. If I felt good about the person, I’d hire them.”
Int: “Right. I think we all go with gut instinct. But to reach that, you probably talked to them, asked them questions, and so on. What were you looking for to make the hiring decision?”
App: (another pause) “I was looking for people who would like the work, I guess. People who were ready to jump in and do the job. And people that gave me a good feeling that they could succeed.”
Int: “Thank you for coming in. We’ll get back to you.”
This applicant is not a STAR. At best, she or he is a troubleshooter and problem-solver, who can be assigned to a group in trouble and help them resolve the problems in what they’re doing. But she doesn’t have a systematic method, doesn’t apply a system strategy, and can’t list the specific steps that led to the results. Her focus is on the problems, not on the goal. She can take a process that’s not working and help make it work better, but she won’t know whether the process is even needed or might better be replaced altogether.
Someone who was a star would give very different answers:
Interviewer: “You mention that you increased revenues from $800,000 to $3,200,000 in 5 years. How did you do that?”
Applicant: “I got in there and worked with the sales people. When they required motivation, I motivated them. If they didn’t know what to do, I trained them.”
Int: “What steps did you follow?”
App: “Well, I listened to them, and worked directly with them. I observed where they had troubles or problems, and helped them.”
Int: “Did you have to train them?”
App: “Oh, yes. Quite a few needed training.”
Int: “How did you do that?”
App: “Well, after working with them, I would know what each one needed, and I’d see that they were trained on that, either by me, or by other workers, or sometimes by sending them to a course.”
Int: “Did you do any of the hiring?”
App: “Yes, indeed. As people left, I would hire the replacements.”
Int: “How did you decide whom to hire?”
App: (after a pause) “Well, really, gut instinct. If I felt good about the person, I’d hire them.”
Int: “Right. I think we all go with gut instinct. But to reach that, you probably talked to them, asked them questions, and so on. What were you looking for to make the hiring decision?”
App: (another pause) “I was looking for people who would like the work, I guess. People who were ready to jump in and do the job. And people that gave me a good feeling that they could succeed.”
Int: “Thank you for coming in. We’ll get back to you.”
posted by LeisureGuy at 9:01 AM on October 23, 2006
Oops. Document corrupted. Same responses by STAR and non-STAR. Let me see if I can find good copy. Sorry about that---too quick to copy and paste. Wish I could edit.
posted by LeisureGuy at 9:04 AM on October 23, 2006
posted by LeisureGuy at 9:04 AM on October 23, 2006
Here's the response by a STAR:
A STAR’s answers would be different.
Interviewer: “You mention that you increased revenues from $800,000 to $3,200,000 in 5 years. How did you do that?”
Applicant begins with a description of the product and its application, and then says “It seemed clear that the best bet was to go to those markets that put a high value on data security. I divided the teams to focus on data administrators in three fields: medical, financial, and legal. This was our focus. We also planned to start with telephone sales—we just didn’t have the capital to field a face-to-face sales staff at the start.
“I then recruited people who were articulate and had some technical understanding. We trained all new sales people in the application, and then trained each team—medical, financial, and legal—separately on the applications in the specific vertical-market area.
“I wanted to encourage the teams to cooperate—for example, share information on effective sales approaches—so we avoided competition. Each market team was compensated with incentives based on the total revenue from that market. That is, the medical team was incented on all sales to the medical market. Meeting goal resulted in a bonus, with higher incentives for sales above the goal. Goals were set quarterly, since the sales cycle was about 60 days.
“To help share the knowledge, especially in the first weeks, we had a weekly pizza long-lunch where team members got up to share new ideas and approaches that resulted in sales. In this case, I did encourage some competition here: the team that came up with the most new approaches got some sort of prize that varied by week—tee-shirts, clipboards, pens, etc. After a couple of months we dropped the prizes, since we pretty much had established the best approaches, and just had the lunches as a morale builder and a chance to swap war stories.”
This applicant had no problem in describing the exact steps that were taken to achieve the goal, since she’s lived through the process and thought about it as she developed and refined it. She had a goal, knew the tasks, developed the action plan, and produced the results. Hire her—she’s a STAR
posted by LeisureGuy at 9:05 AM on October 23, 2006
A STAR’s answers would be different.
Interviewer: “You mention that you increased revenues from $800,000 to $3,200,000 in 5 years. How did you do that?”
Applicant begins with a description of the product and its application, and then says “It seemed clear that the best bet was to go to those markets that put a high value on data security. I divided the teams to focus on data administrators in three fields: medical, financial, and legal. This was our focus. We also planned to start with telephone sales—we just didn’t have the capital to field a face-to-face sales staff at the start.
“I then recruited people who were articulate and had some technical understanding. We trained all new sales people in the application, and then trained each team—medical, financial, and legal—separately on the applications in the specific vertical-market area.
“I wanted to encourage the teams to cooperate—for example, share information on effective sales approaches—so we avoided competition. Each market team was compensated with incentives based on the total revenue from that market. That is, the medical team was incented on all sales to the medical market. Meeting goal resulted in a bonus, with higher incentives for sales above the goal. Goals were set quarterly, since the sales cycle was about 60 days.
“To help share the knowledge, especially in the first weeks, we had a weekly pizza long-lunch where team members got up to share new ideas and approaches that resulted in sales. In this case, I did encourage some competition here: the team that came up with the most new approaches got some sort of prize that varied by week—tee-shirts, clipboards, pens, etc. After a couple of months we dropped the prizes, since we pretty much had established the best approaches, and just had the lunches as a morale builder and a chance to swap war stories.”
This applicant had no problem in describing the exact steps that were taken to achieve the goal, since she’s lived through the process and thought about it as she developed and refined it. She had a goal, knew the tasks, developed the action plan, and produced the results. Hire her—she’s a STAR
posted by LeisureGuy at 9:05 AM on October 23, 2006
I've always liked "what would you do if you won $1 million dollars in the lottery next week."
posted by M.C. Lo-Carb! at 9:07 AM on October 23, 2006
posted by M.C. Lo-Carb! at 9:07 AM on October 23, 2006
mds35 -- I happen to be doing the same thing as you this week. Check your email in a few moments.
posted by contessa at 9:08 AM on October 23, 2006
posted by contessa at 9:08 AM on October 23, 2006
It really depends on what you are looking for in the person. Try to figure out the characteristics you are truly looking for in anyone hired for the position, then tailor your questions towards figuring out if the candiate possess those characteristics.
My questions, (which I ask generally in addition to some sort of problem-solving test) include:
Are you a self-starter? Tell me about your approach to a slow period in the office?
How do you go about solving problems? What resources do you rely on? Tell me about the process you undertake in solving a problem?
If you come across a task that you don't know how to perform, tell me about the steps you take to gain the knowledge you need?
posted by gemmy at 9:36 AM on October 23, 2006
My questions, (which I ask generally in addition to some sort of problem-solving test) include:
Are you a self-starter? Tell me about your approach to a slow period in the office?
How do you go about solving problems? What resources do you rely on? Tell me about the process you undertake in solving a problem?
If you come across a task that you don't know how to perform, tell me about the steps you take to gain the knowledge you need?
posted by gemmy at 9:36 AM on October 23, 2006
Have them do part of the job while you watch. If they'll be hiring people, have them do a mock interview with you as the candidate. If they'll be talking to clients, do a role play with you as the client. Try to match the actual job as much as possible. Discuss their decisions afterward. Nothing can show you how they'll work in the job better than watching them try to work in the job.
posted by scottreynen at 9:38 AM on October 23, 2006
posted by scottreynen at 9:38 AM on October 23, 2006
Why did you leave your last job?
How do you deal with conflicting or rapidly changing priorities?
What would your coworkers say about you if they were asked?
posted by pdb at 9:41 AM on October 23, 2006
How do you deal with conflicting or rapidly changing priorities?
What would your coworkers say about you if they were asked?
posted by pdb at 9:41 AM on October 23, 2006
In my experience, unless your questions are complete crap, the real tell isn't the answers but how they're answered. If someone can communicate effectively, provide quality examples, react to a situation and engage in a dialog intelligently then they're a good candidate.
But I'm persnickity about communication skills and problem solving, to maybe that's just my read and other opinions will differ.
posted by phearlez at 9:52 AM on October 23, 2006
But I'm persnickity about communication skills and problem solving, to maybe that's just my read and other opinions will differ.
posted by phearlez at 9:52 AM on October 23, 2006
Soo .. Pirates or Ninjas?
Get them to explain why. Don't make the question specific. And listen to their answer.
posted by captaincrouton at 9:55 AM on October 23, 2006
Get them to explain why. Don't make the question specific. And listen to their answer.
posted by captaincrouton at 9:55 AM on October 23, 2006
Never seen STAR, we use the SHARE model where I work.
Situation
Hinderance
Action
Result
Evaluation
It's the same.
posted by fixedgear at 9:56 AM on October 23, 2006
Situation
Hinderance
Action
Result
Evaluation
It's the same.
posted by fixedgear at 9:56 AM on October 23, 2006
I really like behavioural-based interviewing. It's really hard to BS answering a question like, "Describe a time when you were faced with a stressful situation that demonstrated your coping skills" as opposed to, "How do you handle stress?" It's also amazing how much people reveal about themselves when they're telling a story. There's some decent examples here.
posted by RibaldOne at 10:10 AM on October 23, 2006
posted by RibaldOne at 10:10 AM on October 23, 2006
Tell me about a couple of times when you really screwed up. What did you do about those situations?
Anyone who claims to have none is either a liar or lacks experience.
posted by mrbugsentry at 10:24 AM on October 23, 2006
Anyone who claims to have none is either a liar or lacks experience.
posted by mrbugsentry at 10:24 AM on October 23, 2006
Ditto on the behavioral-based interviewing. You're asking open-ended questions that require a good deal more thought than the usual intervew question drivel. Google "behavioral interview" and you'll find a ton. When I was recruiting I was fond of stuff like,
- "Tell me about a time when you failed to meet a goal. What was the reason behind your performance, and what did you learn?"
- "Tell me about an instance where you successfully changed your boss's mind about something. How did you do it?"
- "Can you give me an example of a time when you disagreed with the rest of your team? How did you handle it? What was the final outcome?"
The key with asking behavioral questions, though, is that you need to be a little more patient with the responses than with other questions. Unless the candidate is ultra-prepared for that kind of interview and/or is a very quick thinker, most people need to take a few seconds to find a decent answer. But as has been stated above, the answers are almost always a million times more revealing than "What are your strengths/weaknesses?"-type pablum.
posted by shiu mai baby at 10:39 AM on October 23, 2006
- "Tell me about a time when you failed to meet a goal. What was the reason behind your performance, and what did you learn?"
- "Tell me about an instance where you successfully changed your boss's mind about something. How did you do it?"
- "Can you give me an example of a time when you disagreed with the rest of your team? How did you handle it? What was the final outcome?"
The key with asking behavioral questions, though, is that you need to be a little more patient with the responses than with other questions. Unless the candidate is ultra-prepared for that kind of interview and/or is a very quick thinker, most people need to take a few seconds to find a decent answer. But as has been stated above, the answers are almost always a million times more revealing than "What are your strengths/weaknesses?"-type pablum.
posted by shiu mai baby at 10:39 AM on October 23, 2006
I had an interview where I was asked, at the very end, how a plane flies. I liked that question.
posted by ORthey at 10:41 AM on October 23, 2006
posted by ORthey at 10:41 AM on October 23, 2006
Soo .. Pirates or Ninjas?
Please, please don't ask this question, or any question like it. This ranks right up there with "If you were a tree, what kind of tree would you be?"
I couldn't care less about either pirates or ninjas, so if I were interviewing I wouldn't be able to articulate why I'd prefer one or the other if asked. I'm good at what I do, and would hate for my job candidacy to come down to whether someone knows more about pirates or ninjas than me (assuming I wasn't interviewing to be a pirate or a ninja, that is...).
Stick to work-based behavioral questions like ORthey suggests, and make it a dialog rather than a straight ask/answer.
posted by pdb at 11:13 AM on October 23, 2006
Please, please don't ask this question, or any question like it. This ranks right up there with "If you were a tree, what kind of tree would you be?"
I couldn't care less about either pirates or ninjas, so if I were interviewing I wouldn't be able to articulate why I'd prefer one or the other if asked. I'm good at what I do, and would hate for my job candidacy to come down to whether someone knows more about pirates or ninjas than me (assuming I wasn't interviewing to be a pirate or a ninja, that is...).
Stick to work-based behavioral questions like ORthey suggests, and make it a dialog rather than a straight ask/answer.
posted by pdb at 11:13 AM on October 23, 2006
Stick to work-based behavioral questions like ORthey suggests
Or, like shiu mai baby suggests...it's early.
posted by pdb at 11:18 AM on October 23, 2006
Or, like shiu mai baby suggests...it's early.
posted by pdb at 11:18 AM on October 23, 2006
When I give interviews, it usually follows this rough structure. No behavioral/recount a past experience questions - personally not a big fan of them. I don't think it's worth it to ask someone to remember some vague project or make up a story for the sake of an answer.
I work in consulting so you can tailor these to your needs.
1. Openers
"What'd you do last weekend?" (Weirdo screener)
"Tell me about yourself"
"What do/did you like about your current/last job?"
1-2 questions about details from their previous positions, focusing on any figures they provide in resume.
2. From general to specific
"Why do you want to work/What do you enjoy in this industry/field?"
"What do you know about our firm?"
"What do you know about this position?"
"What are you looking for in this position?"
3. Problem-solving
2 sets of these questions. Use real examples and compare them to your own experience.
"We have a new client that manufactures X. They're coming to us with a problem Y. What do you propose to do? How would you go about it?"
For the monkey wrench, I toss in one of these:
"Your solution Z failed/was not accepted by the client. What do you propose now?"
4. Work Environment
"What kind of environment do you need to work most effectively?"
5. Social
"What do you do in your free time?"
"Favorite holiday of the year?"
posted by junesix at 11:38 AM on October 23, 2006
I work in consulting so you can tailor these to your needs.
1. Openers
"What'd you do last weekend?" (Weirdo screener)
"Tell me about yourself"
"What do/did you like about your current/last job?"
1-2 questions about details from their previous positions, focusing on any figures they provide in resume.
2. From general to specific
"Why do you want to work/What do you enjoy in this industry/field?"
"What do you know about our firm?"
"What do you know about this position?"
"What are you looking for in this position?"
3. Problem-solving
2 sets of these questions. Use real examples and compare them to your own experience.
"We have a new client that manufactures X. They're coming to us with a problem Y. What do you propose to do? How would you go about it?"
For the monkey wrench, I toss in one of these:
"Your solution Z failed/was not accepted by the client. What do you propose now?"
4. Work Environment
"What kind of environment do you need to work most effectively?"
5. Social
"What do you do in your free time?"
"Favorite holiday of the year?"
posted by junesix at 11:38 AM on October 23, 2006
All from the same awesome panel interview:
"What book are you reading right now?"
"If you could be witness to any unusual weather phenomenon, what would you want to see and why?"
"What is in the truck of your car?"
(since I didn't have a car at the time, the angle was "What is with you at all times?")
To put them in perspective, they were for an internship at a semi-remote weather/research station where I would be living as well as working with a somewhat small team. I think they were fair questions for trying to get at my personality and suitability for the organization, as well as my possible job performance. They also asked a question on what I did for relaxation, how I handled disagreements with co-workers, how I went about learning new technical information. These were all very relevant for the type of working environment and the field I was in.
Maybe these really are silly questions (okay, they ARE really silly questions), but they were some of my favorites to ever answer. I liked them because they were like little mini-breaks between the regular STAR and SHARE type questions. The "off-beat" type questions also really gave me some insight into the kind of organization and co-workers with whom I could be working. Plus, they were great conversation starters with the other staff when I started!
More generally, I think behavioral questions really are the way to go. As someone who has been doing a lot of interviewing lately, I feel like I have a better chance to show myself as a good candidate with STAR-type questions. I would rather have to think about my response than pick one from a prepared list, because it means I have a chance to think about why a particular behavior is being asked about, and what that says about the company as well.
I'm very much of the mind that the interview is as much for the interviewee. I'm taking notes too!
posted by nelleish at 11:52 AM on October 23, 2006
"What book are you reading right now?"
"If you could be witness to any unusual weather phenomenon, what would you want to see and why?"
"What is in the truck of your car?"
(since I didn't have a car at the time, the angle was "What is with you at all times?")
To put them in perspective, they were for an internship at a semi-remote weather/research station where I would be living as well as working with a somewhat small team. I think they were fair questions for trying to get at my personality and suitability for the organization, as well as my possible job performance. They also asked a question on what I did for relaxation, how I handled disagreements with co-workers, how I went about learning new technical information. These were all very relevant for the type of working environment and the field I was in.
Maybe these really are silly questions (okay, they ARE really silly questions), but they were some of my favorites to ever answer. I liked them because they were like little mini-breaks between the regular STAR and SHARE type questions. The "off-beat" type questions also really gave me some insight into the kind of organization and co-workers with whom I could be working. Plus, they were great conversation starters with the other staff when I started!
More generally, I think behavioral questions really are the way to go. As someone who has been doing a lot of interviewing lately, I feel like I have a better chance to show myself as a good candidate with STAR-type questions. I would rather have to think about my response than pick one from a prepared list, because it means I have a chance to think about why a particular behavior is being asked about, and what that says about the company as well.
I'm very much of the mind that the interview is as much for the interviewee. I'm taking notes too!
posted by nelleish at 11:52 AM on October 23, 2006
mds35 - that's wierd. I sent to the gmail addy in your profile.
posted by contessa at 12:01 PM on October 23, 2006
posted by contessa at 12:01 PM on October 23, 2006
Personally I never did mind anybody asking me weird questions like the one about the tree or the plane. If I were you I'd have fun with it. You have clearly not been trained to interview people nor been given much guidance. So just make it up as you go along and use it as an opportunity for you to try different things and learn.
posted by koahiatamadl at 12:11 PM on October 23, 2006
posted by koahiatamadl at 12:11 PM on October 23, 2006
junesix: the problem-solving bit would fall under the category of behavioral interview, would they not? You're still asking questions to anticipate behavior, but instead of asking them to give past experience examples you're giving them a theoretical problem to address.
Regardless, the approach you listed is a good one, and definitely something I'm filing away for the next time I have to recruit for this department.
Also: the bit about quizzing the candidate about their knowledge of the firm / field is a smart move, and an easy way to separate who's done their homework from the ones who are just showing up for a job. Several years ago I interviewed at an ad agency. I was doing great up until the interviewer asked me to name a current campaign that I liked, and explain why I liked it. I totally blanked. I absolutely couldn't think of one memorable ad, print or TV, and eventually came up with some lame-assed answer. Needless to say, didn't get the job. It's not a mistake I'll ever make again, though.
posted by shiu mai baby at 12:16 PM on October 23, 2006
Regardless, the approach you listed is a good one, and definitely something I'm filing away for the next time I have to recruit for this department.
Also: the bit about quizzing the candidate about their knowledge of the firm / field is a smart move, and an easy way to separate who's done their homework from the ones who are just showing up for a job. Several years ago I interviewed at an ad agency. I was doing great up until the interviewer asked me to name a current campaign that I liked, and explain why I liked it. I totally blanked. I absolutely couldn't think of one memorable ad, print or TV, and eventually came up with some lame-assed answer. Needless to say, didn't get the job. It's not a mistake I'll ever make again, though.
posted by shiu mai baby at 12:16 PM on October 23, 2006
"There are seven deadly sins. There are seven castaways on Gilligan's Island. What sin goes with what castaway?"
posted by rileyray3000 at 12:46 PM on October 23, 2006
posted by rileyray3000 at 12:46 PM on October 23, 2006
"What sort of person do you get along with the least?" is a good one. If they say they get along with everyone, you know they're a liar. But if they give you an honest answer, generally they're giving an indication of their personality opposite.
posted by GhostintheMachine at 12:54 PM on October 23, 2006
posted by GhostintheMachine at 12:54 PM on October 23, 2006
Since you say the job is in the "clincial research complinace [sic] setting" perhaps an ethical probe or two is in order. When I've interviewed for jobs with a fiduciary responsibility component, or where ethical decisions or leadership were involved, I've had ethical questions posed.
"When do you think it is alright to lie?" We all lie socially. We compliment people who aren't attractive on their new clothes, we tell people with beat up cars we admire their frugality, etc. In such settings, "white" lies are expected social lubricants. And we often expect people to avoid being a tattletale to superiors, even if it is a short term lie by omission, because it promotes the greater good of encouraging honest communication to superiors by the person(s) who actually committed the infraction. People who say it is never right to lie may be absolutists, or merely rigid in values, but they are not pragmatists or ethical relativists. You can hire as you like, but you've at least sorted the stack of applicants into piles, which is what good interview questions help you do.
"What is your strongest character trait? What is the weakest aspect of your character?" A person who tells you that their strenght is honor, and their weakness is excessive loyalty is trying way too hard to shine their own penny. A person who responds that their strength is patience, and their weakness is an irrational fear of midgets may be presenting a more balanced view of themselves.
posted by paulsc at 12:58 PM on October 23, 2006
"When do you think it is alright to lie?" We all lie socially. We compliment people who aren't attractive on their new clothes, we tell people with beat up cars we admire their frugality, etc. In such settings, "white" lies are expected social lubricants. And we often expect people to avoid being a tattletale to superiors, even if it is a short term lie by omission, because it promotes the greater good of encouraging honest communication to superiors by the person(s) who actually committed the infraction. People who say it is never right to lie may be absolutists, or merely rigid in values, but they are not pragmatists or ethical relativists. You can hire as you like, but you've at least sorted the stack of applicants into piles, which is what good interview questions help you do.
"What is your strongest character trait? What is the weakest aspect of your character?" A person who tells you that their strenght is honor, and their weakness is excessive loyalty is trying way too hard to shine their own penny. A person who responds that their strength is patience, and their weakness is an irrational fear of midgets may be presenting a more balanced view of themselves.
posted by paulsc at 12:58 PM on October 23, 2006
The "tell us about a time when..." questions are the good ones.
I just did something like this, for someone who would be employed to diagnose and fix PCs.
"Tell us about a tricky PC problem and how you fixed it" was interesting. One candidate couldn't think of a single thing, although he was currently in a job exactly like the one he was applying for.
Why couldn't he think of a single example? Because his policy was just to fix any PC problem with the Nuke From Orbit method. Wipe disk, reinstall everything.
posted by AmbroseChapel at 1:29 PM on October 23, 2006
I just did something like this, for someone who would be employed to diagnose and fix PCs.
"Tell us about a tricky PC problem and how you fixed it" was interesting. One candidate couldn't think of a single thing, although he was currently in a job exactly like the one he was applying for.
Why couldn't he think of a single example? Because his policy was just to fix any PC problem with the Nuke From Orbit method. Wipe disk, reinstall everything.
posted by AmbroseChapel at 1:29 PM on October 23, 2006
Holy Davy Jones' Locker.
I'm doing a bunch of interviews on Friday and the only thing I can't decide is whether to open or to close with the pirate/ninja question.
posted by allkindsoftime at 2:21 PM on October 23, 2006
I'm doing a bunch of interviews on Friday and the only thing I can't decide is whether to open or to close with the pirate/ninja question.
posted by allkindsoftime at 2:21 PM on October 23, 2006
I like asking people to tell me about an interesting project they worked on or problem they solved. I like to see people who get excited and go into detail on something they did that they were proud of. Good people will have some interesting stories, and will really get into talking about them. I'm much more interested in if they've ever done anything interesting, and how they describe it, the the actual thing they are describing. If they went through their last job in a zombie like haze and never did anything they cared about, they are not the person I'm looking for. If they've done work that they are proud of, and show excitement, it speaks well of that they will do in the future, and gives us a jumping off point for other questions.
"What is your biggest weakness" is a very standard question, but that tends to get you very standard answers where the interviewee turns the flaw into a positive. "Sometimes I stay at work too late when we have a tight deadline...". Since people expect it, and there are scores of books telling you how to answer it, it doesn't really tell you anything.
I hate questions like "Pirate on Ninja", or "what kind of animal are you?". It sometimes feels like the goal of such questions is for the interviewer to have fun and the candidate's expense, rather then to learn anything useful. I know the official line is to see how creative, or flexible, the person is, but many good, but nervous, people may have a very hard time answering. I'd rather spend my time talking to someone about things that really make a difference in what kind of job they will do.
asktheheadhunter.com has some good interview tips, and there are several good articles about interviewing on joelonsoftware.com Joel's articles are geared to the software world, but most of the points should apply to anything.
posted by nalyd at 4:53 PM on October 23, 2006
"What is your biggest weakness" is a very standard question, but that tends to get you very standard answers where the interviewee turns the flaw into a positive. "Sometimes I stay at work too late when we have a tight deadline...". Since people expect it, and there are scores of books telling you how to answer it, it doesn't really tell you anything.
I hate questions like "Pirate on Ninja", or "what kind of animal are you?". It sometimes feels like the goal of such questions is for the interviewer to have fun and the candidate's expense, rather then to learn anything useful. I know the official line is to see how creative, or flexible, the person is, but many good, but nervous, people may have a very hard time answering. I'd rather spend my time talking to someone about things that really make a difference in what kind of job they will do.
asktheheadhunter.com has some good interview tips, and there are several good articles about interviewing on joelonsoftware.com Joel's articles are geared to the software world, but most of the points should apply to anything.
posted by nalyd at 4:53 PM on October 23, 2006
I changed my mind. "Pirates or ninjas" is definitely the way to go.
posted by RibaldOne at 6:32 PM on October 23, 2006
posted by RibaldOne at 6:32 PM on October 23, 2006
I don't like the pirate/ninja question, either. I'd wonder about the gil's island/deadly sin question as to why you like cornball television and if you are slipping in a religious question and wondering if I'd be penalised for not knowing - or knowing - the deadly sins. And FWIW I'd respond much better to what kind of trees do you like rather than what kind of tree would you want to be. The first answer I'd say something about, I donno, how neat it is that trees can grow around a chain link fence and envelope the fence. The second I'd answer (or at least think) I don't want to be a tree - why the hell would I want to be a tree?
posted by philfromhavelock at 6:39 PM on October 23, 2006
posted by philfromhavelock at 6:39 PM on October 23, 2006
One i have used and occasionally it works; be a bit friendly and conspiratorally ask "come on then, which bit of your CV/resume have you made up?"
If they respond and tell you - you have a liar.
If they looked shocked/deny any lies, laugh it off, move on.
posted by daveyt at 7:42 AM on October 24, 2006
If they respond and tell you - you have a liar.
If they looked shocked/deny any lies, laugh it off, move on.
posted by daveyt at 7:42 AM on October 24, 2006
This thread is closed to new comments.
posted by mds35 at 8:50 AM on October 23, 2006