 | 96 Great Interview Questions To Ask Before You Hire By Paul Falcone
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Product Description
"Every harried interviewer knows the danger of throwing out vague questions to a potential employee. You get canned answers in response -- and the result can be a disastrous hiring decision. Now there's a quick way to find out what really makes a candidate tick. Presented in a handy question-and-answer format, this new book supplies 96 probing interview questions, plus helpful tips on interpreting the responses. It details how to: * elicit spontaneous, truthful responses * watch out for red flags that predict subpar performance * solicit meaningful information from reference checking * hire people that best fit the organization's needs With questions covering 17 topics and all types of job openings, the book serves as both a ready reference for managers and a refresher course for seasoned human resources personnel."
- Amazon Sales Rank: #40430 in Books
- Published on: 2008-11-12
- Original language: English
- Number of items: 1
- Dimensions: .82" h x 6.06" w x 8.94" l, .88 pounds
- Binding: Paperback
- 272 pages
Review
"…a great tool for the employee recruitment process."
— Credit Union Management
"[96 Great Interview Questions to Ask Before You Hire] will enable even new managers to recruit like seasoned pros."
— New Equipment Digest
"…invaluable in telling how to organize interviews to best identify high-performance candidates and how to spot evasions and untruths."
— Midwest Book Review
About the Author
Paul Falcone is Vice President of Employee Relations at Time Warner Cable in Los Angeles and was formerly Vice President of Human Resources at Nickelodeon. He is the author of 2600 Phrases for Effective Performance Reviews, 101 Sample Write-Ups for Documenting Employee Performance Problems, and 96 Great Interview Questions to Ask Before You Hire. He lives in Valencia, California.
Excerpt. © Reprinted by permission. All rights reserved.
CHAPTER 1
For Openers: Five Traditional Interview Questions and Their Interpretations
Let's begin by examining the most often used interview questions and putting a new spin on their interpretations. These questions have stood the test of time, and we should consequently recognize their value in the candidate assessment process. Their inherent weakness, of course, lies in their overuse. Most of us can remember being asked these very same questions during our own past interviews. And job-finding books and career magazines abound with suggested responses to help candidates "steer clear of the interview questioning snare" vis-à-vis these popular queries waiting to trip them up.
Our exercise in this first topic, however, isn't to employ questions just because they've been around for a long time. And it's certainly not to offer candidates an opportunity to practice their well-rehearsed lines! We will, instead, offer new interpretations in reading candidate responses.
1. Tell me about your greatest strength. What's the greatest asset you'll bring to our company?
Why Ask This Question?
The "greatest strength" question works well as an icebreaker because most people are fairly comfortable talking about what makes them special and what they like. Every job candidate is ready for this one because it gets so much attention in the career press. Job candidates are also aware that this query is used as a lead-in to a natural follow-up question (which is much tougher to answer): "What's your greatest weakness?" Still, the greatest strength question isn't a throwaway because it can reveal a lot about an individual's self-perception. So let's open it up for a moment.
Analyzing the Response
There are two issues to watch out for in measuring a candidate's responses: First, candidates often give lofty answers with lists of adjectives that they think you want to hear and that actually add very little value to your meeting. Second, a candidate's strengths may fail to match your unit's needs, and as such could weigh as a negative swing factor in the selection process.
Red Flags. Watch out for people who give long inventories of "fluff adjectives" regarding their nobler traits, such as hardworking, intelligent, loyal, and committed. Adjectives are nothing but unproven claims. They waste time and delay getting to what you really want to get out of this meeting, which is concrete proof of how the individual will fit in and contribute to the team. Consequently, you'll have to keep the candidate on track by following up on these adjective lists with requests for practical applications. For example, when a candidate says that she's proudest of the fact that she's a hard worker, you might respond:
"Hard workers are always good to find. Give me an example of how hard you work relative to your peers."
or
"Hard work usually results in above-average results. How has your hard work paid off in terms of the quantity of your output or the quality of your work product?"
or
"Hard work in our company boils down to working late hours fairly often and occasionally coming in on Saturdays. How does your present company define hard work?"
or
"How has your boss recognized your hard work? How would she say that you could have worked smarter, not harder?"
The idea here is to qualify this person's generic response. The second red flag issue occurs when a candidate's strengths fail to match your organizational needs. For example, a candidate may respond, "I guess I would say that I'm proudest of my progression through the ranks with my last company. I was promoted four times in as many years, and I feel that a company's ultimate reward to its people can be found in the recognition it gives via promotions and ongoing training." That's an excellent response. The position you're filling, however, may offer very few vertical growth opportunities because you need someone who would be satisfied with very repetitive work. This is a classic case of "Right person—wrong opportunity," and the greatest strength query will have done its job of identifying a candidate's motives and expectations. Consequently, you might opt to disqualify the candidate for this particular position.
2. What's your greatest weakness?
Why Ask This Question?
Other variations on this theme include:
"What would you consider to be your occasional fault or `overstrength'?"
"Of your past supervisors, who would give you the weakest reference and why?"
"What one area do you really need to work on in your career to become more effective on a day-to-day basis?"
You would think that most job candidates have preplanned responses to these often-asked queries. That's not, however, always the case. There are still a surprising number of people out there who give very little advance thought to this common self-evaluation query. You could use that element of surprise to your advantage.
Analyzing the Response
The "greatest weakness" question is somewhat unnerving because it causes discomfort. After all, no one wants to discuss shortcomings. Although the purpose of the question is certainly not to make anyone uncomfortable, many unsuspecting individuals will use this entree as an invitation to "come clean" and bare their souls to you. That's when you'll learn that they sometimes run late getting to work, feel intimidated in any kind of public-speaking forum, or tend to be too overbearing with coworkers.
Red Flags. Note as well that it's a poor answer for candidates to respond that they have no weaknesses. After all, interviewing, to a large extent, is a game to see how deftly a person lands on her feet. By admitting no weaknesses, the person refuses to "play the game," so to speak. In that case, you'll need to provide a gentle nudging along the lines of, "Oh, Janet, everyone has some kind of weakness. What should I expect to be your shortcomings if we work together on a day-to-day basis?" If that coaxing fails to produce a response, beware the precedent that is being set toward poor communications and a lack of openness.
Good Answers. In contrast, what are acceptable responses that place a candidate in a favorable light? Look for replies that center on the person's impatience with her own performance, inclination toward being a perfectionist (which could slow the individual down but guarantees quality results), or tendency to avoid delegating work to others for fear that it won't get done to the candidate's high expectations. In short, the wisest "weaknesses" are strengths taken to a fault. After all, people who are impatient with their own performance typically have very high expectations of themselves. Neatniks can't bear the possibility of sending out letters that contain errors. And those who have difficulty delegating are results-oriented, focused individuals who generally don't watch the clock.
How to Get More Mileage out of the Question. Once again, the key to adding a broader dimension to the candidate's response lies in employing a behavioral interviewing format. Try looking for contrary evidence that focuses on the negative impact of the person's actions. For example, typical comebacks you could use to the reply "I have problems delegating work to other people because I find that the end result doesn't meet my expectations" might include:
* Tell me about the last time you didn't delegate work to a subordinate and you were left handling a disproportionate amount of the workload. How did you feel about that? How did you handle that situation differently the next time?
* Give me an example of a time when your not having delegated work to a direct report left that person feeling that his career development needs weren't being met.
* Share with me a circumstance in which you were frustrated by your boss's inability to delegate work to you. How did you eventually gain that person's trust?
Customer Reviews
Most helpful customer reviews
23 of 25 people found the following review helpful.
How to avoid making a VERY expensive mistake
By Robert Morris
Falcone offers invaluable advice as to how to "identify high performance candidates, probe beyond superficial answers, spot 'red flags' which indicate evasions or untruths, get references which provide reliable information about candidates, and negotiate job offers which attract winners." The value of this book is perhaps best indicated by the results of research conducted by Bradford D. Smart of more than 4,000 executives in 50 of the "Fortune 500" companies, shared in Topgrading which I have reviewed previously. The results confirm Peter Drucker's assertion that "The ability to make good decisions regarding people represents one of the last reliable sources of competitive advantage, since very few organizations are very good at it." For me, the most stunning revelations in Smart's book are found on page 50, in Figure 3.2, "Cost of Mis-Hire Study Results." According to the results of Smart's extensive research study, the sum of total costs of a mis-hire (on average) are as follows:
Base salary Less than $100,000: 14 times salary
Base Salary $100,000-250,000: 28 times salary
All Salaries: 24 times salary
Sobering statistics indeed. In his book, Falcone includes two recurring sections which define the context within which each of the 96 questions is asked: "Why Ask This Question?" and "Analyzing the Response." He also alerts the reader/interviewer to relevant "Red Flags" which might otherwise be invisible. Books such as this (and it's one of the best) can guide and inform a rigorous process by which to identify those candidates which offer the strongest talent, skills, and (yes) character. I strongly recommend this book to any and all decision-makers and decision-influencers who are involved in their organization's hiring process. But please keep in mind that candidates may have also read this book. For interviewers, it is highly desirable to reveal the person "behind the resume." It is also imperative to obtain "real information" from credible reference persons. My own opinion is that they as well as candidates need to be thoroughly checked out.
16 of 17 people found the following review helpful.Exceptional Insight
By Robert Arnold
This book is a must read for anyone that will be interviewing others, or will ever be looking for a job themselves. It provides insight into the standard set of HR questions, that an interviewer ought to know. "What are your strengths"... "Weaknesses"... Why ask these questions unless you know what you are looking for? This book provides an indepth discussion of these and other questions with sample answers, what you should look for in an answer, and possible follow up questions. It clarifies the interviewing process. From a job hunting perspective it helps to hone your skills, and to prepare you for the HR onslaught of seemingly arcane questions.
15 of 16 people found the following review helpful.
A very good "interview book" for new managers.
By A Customer
This is not a book for people who need short answers and quick fixes. The author explained in detail of the reason to ask each of the questions, what kind of "red-flag" to look for, and some of good answers. A must read for new managers.
http://astore.amazon.com/amazon-book-books-20/detail/081441351X
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