You’re interviewing someone for a position at your company. You remember working with that person years ago, and you were unimpressed. Maybe it was the jerk factor, maybe it was the way he didn’t quite finish work, or maybe it was her perfume. Whatever it was, you were not excited about the candidate then, and […]
Kristan Vingrys has a great post, A question I have found useful when interviewing candidates. His question: You are allocated a training budget, what is the first course, conference or workshop you would attend? This is an excellent question to see if people are keeping up with thinking about what they want to learn. I
In a recent workshop, one of the participants explained, “I like to ask personal questions to see if the candidate will fit in with the team socially.” Well, that’s an illegal discrimination. * in the US, but not in other places. (It’s illegal because if you reject a candidate based on their answer, you’re discriminating
I met a software developer recently, who studied physics as an undergrad. He’s now working in an IT organization on financial processing software. He’s part of the interviewing team for his organization. They’re trying to hire 6-7 more developers before the end of the year. He told me, “I like to ask a question about
In his comment, Justice points to the other side of when to ask salary questions. Too early, and you have the problem outlined in When to Ask About Salary. Too late, and you have Justice’s problem. The way you manage the salary question–which is admittedly the start of the salary negotiation–is in the phone
Imagine this scenario. You have a number of openings, some for senior positions. Maybe you even work for a large company that’s highly attractive for potential candidates. To manage the phone screens and interviews, you send out a pre-interview set of questions. There’s a variety of questions, and the last one is about salary.Stop right
Last week, at the Agile 2007 conference, I ran a tutorial called “Hiring for an Agile Team.” As part of the tutorial, I ask people to group themselves into threes, where one person interviews, one is the candidate, and one is the observer.It never fails. An interviewer thinks they’re asking one question, but the candidate
I’ve been working with more and more senior managers (and executive recruiters), helping them assess their CxO candidates (CEO, CIO, CTO, Senior VPs, you name it). By the time someone’s made it to the senior management level, they know how to make themselves sound good, so you can’t ask the strength/weakness question, even if you
I don’t normally market a job or “sell” a candidate during an interview. I have found that by asking great interview questions, and having everyone on the interviewing team ask great interview questions, I don’t need to sell. One of my clients is convinced that they need to sell during the interview. If you too,
Adam Goucher has a post about how he organizes interviews, So, you’ve got yourself an interview with me. I asked Adam why he spends so much time on Company/Position overview (15 minutes) and the candidate’s Elevator Pitch (5 minutes). He said (I’m paraphrasing) that he’s hit the war for talent, and feels that he needs