I would highly recommend pairing any interview with a validated behavioral assessment to get the most from that interview. For example if the behavioral assessment shows the candidate to be a highly assertive type, then answers to interview questions should be laced with lots of "I" statements. For example "I led my team to a 50% increase in revenue last year" or "I make the final budgetary decisions and manage the P & L." If, on the other hand, an individual who the assessment says is highly assertive makes a lot of "We" statements, such as "We are very collaborative on my team" or "Credit should shared equally among members of the department", they are likely trying to either provide the answer they believe will give them the best chance of landing the job or being flat out deceptive. A great assessment tool in essence gives an idea on predictive types of responses any candidate should provide in an interview to questions posed. Deviation from anticipated types of answers is cause for further exploration.
At a previous company, we incorporated future-forward questions to gauge candidates' vision and strategic thinking. Questions like, “Where do you see yourself contributing to our company in five years?” or “How would you approach developing a new product line?”. It allowed candidates to demonstrate their long-term thinking, innovation, and ability to align their goals with the company’s future direction.
Interviewing high-potential candidates is like detective work. I start by exploring the growth opportunities they’ve taken, asking about the latest training or certifications they've completed and those from the past. This helps me identify those eager to learn and take action for self-improvement. Then, I shift gears to gauge their excitement about the role and the organization by asking why they are interested in this role at this organization. If they can articulate genuine enthusiasm, then they usually can see themselves in the role in the long term. Combining their drive for growth with a clear vision of a future within the company helps me spot top talent that has high potential.
As a hiring expert, I employ several effective interview techniques to identify high-potential candidates. One key approach is to look into their thinking and problem-solving capacities through a mix of behavioral and situational questions. I ask candidates to provide specific examples of past experiences where they faced challenges and had to devise solutions, focusing on their thought processes and decision-making skills. Additionally, I use real-world scenarios to observe how candidates handle complex problems on the spot, assessing their analytical thinking and creativity. Even if a candidate lacks the exact skill set required for the role, I prioritize those who exhibit strong analytical abilities and a willingness to learn and adapt quickly. I believe that a candidate with a high capacity for critical thinking and a proactive learning attitude can bridge skill gaps effectively and contribute significantly to the organization’s growth. This approach ensures that we not only fill the immediate requirements of the role but also build a team of adaptable and forward-thinking individuals who can evolve with the company's needs.
I like to ask candidates to teach me something in 5 minutes - it reveals their communication skills, preparation abilities, and passion. I also use the "airport test," imagining being stuck with them during a long delay. Do you want to continue sitting there and talking with this person? This assesses cultural fit and interpersonal skills. I also like to bring in other team members in the interview process, as their perspectives often uncover nuances I might miss. One last thing I like to do, I found that giving candidates a small, relevant project to complete provides invaluable insights into their problem-solving approach, creativity, and ability to deliver under pressure.
Below are the two questions which has worked really good for me in hiring high potential candidates. 1. Tell me about your office day yesterday from the minute you started the day to the minute you logged off the system. What activities tasks you performed and why. Answer to this gives a clear idea of how active someone is, what type of responsibilities they are handling and how much do they achieve in a single day. 2. Tell me about your biggest achievement in career. Answer to this clearing gives the idea if the candidate has done the outstanding work.
Sure, I'd love to share some effective interview techniques that have helped me identify high-potential candidates. Behavioral Interviewing I always start with behavioral questions to understand how candidates handled past situations. This tells me a lot about how they'll perform in similar scenarios. For example, I'll ask, "Can you tell me about a time you solved a complex problem?" Competency-Based Questions I use questions that target the specific skills needed for the job. For instance, "How do you prioritize tasks when faced with multiple deadlines?" This helps me see if their skills align with what we need. Case Studies and Role-Playing I sometimes present real-world problems or scenarios to see how candidates think on their feet. This method is great for assessing problem-solving and creativity. Cultural Fit Assessment Understanding a candidate's work style and values is crucial. I ask questions like, "What type of work environment do you thrive in?" to gauge if they'll fit in with our team. STAR Technique Encouraging candidates to use the STAR method (Situation, Task, Action, Result) helps them provide clear and structured answers, making it easier to assess their experience. Technical Skills Testing For roles requiring specific technical skills, I incorporate practical tests. For example, coding challenges for developers or analytical tests for data analysts. Follow-Up Questions I dig deeper with follow-up questions based on their initial answers to understand their thought processes better. For instance, "You mentioned leading a team during a crisis. How did you keep them motivated?" Reference Checks Finally, I conduct thorough reference checks to validate the candidate’s experience and performance. This step often provides valuable insights that interviews alone might not reveal. Using these techniques, I can effectively identify candidates who not only have the right skills but are also a great fit for the team and company culture.
Behavioral interviewing is highly effective. I ask candidates to describe past experiences that demonstrate key competencies needed for the role. For example, asking about a time they overcame a significant challenge can reveal problem-solving skills and resilience. This technique helps identify candidates who not only have the necessary skills but also the potential to grow and excel within the company.
Behavioral Interviews: I ask candidates to describe specific past situations that demonstrate key competencies and skills. For example, I might ask "Tell me about a time when you had to adapt quickly to a major change at work. How did you handle it?" This allows me to assess their adaptability, problem-solving abilities, and past performance. Situational Interviews: I present hypothetical scenarios relevant to the role and ask candidates how they would respond. This helps evaluate their critical thinking, decision-making, and problem-solving skills in real-time. Competency-Based Assessments: I focus on evaluating specific competencies crucial for the role, such as leadership, communication, or analytical skills. This may involve asking targeted questions or using standardized assessments. Case Interviews: For roles requiring strong analytical skills, I present complex business problems and evaluate candidates' approach to analyzing and solving them.
When I interview candidates, want to gauge their level of passion for the industry. Industry passion equates to A players. By asking them a series of questions about they do in their free time, what issues in the world are most important to them and what would be the one they could about the industry we work in, I am better able to discern how passionate they are.
One of the best books I've ever read about finding great people to hire is "Who" by Geoff Smart and Randy Street. Drawing from its principles, I start by knowing exactly what the job needs. I make a list of what success looks like in the role, which helps me know what to look for in a candidate. I always ask the same questions to every person I interview. This is called a structured interview, and it helps me be fair and make sure I don’t miss anything important. I also use something called the Topgrading interview method. This means I talk to the candidate about their whole job history, from their first job to now. This helps me see how they have made decisions and solved problems in the past. Finally, I use a scorecard to write down how well each candidate meets the key skills and qualities needed for the job. This helps me compare candidates and pick the best one for the job.
Taking the time to understand where they see a 'fit' over the long-term, which in-turn shows them how invested you are in both their professional development in the company, and actually ensuring you retain them (and making sure they're aware of this from the outset). Essentially, actively showing how you communicate and allow your team to grow, and making that evident from the outset at the early interview stages.