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Looking from the perspective of
the interviewer may well help you as you'll have
a good idea what they are looking for. This article,
provided by Boyden Executive search looks at their
selection criteria in a lot more detail.
introduction
On behalf of our clients, Boyden professionals
interview 15,000 executives each year. The interview
and evaluation process is at the very core of
our business, and the methods we have developed
in over five decades of search work have been
critical to our organization’s continuing
success.
On the other side of the executive search equation,
our clients interview and assess the merits of
the candidates we present. Knowing that their
best interests in this
undertaking coincide with ours, they frequently
seek our guidance on the art of interviewing and
selecting the men and women who may play vital
roles in the
future of their organizations.
Interviewing is indeed an art form. As such it
requires a very disciplined approach – one
which we attempt to outline.
We examine below the basics of the interviewing
process, including a discussion of 12 of the most
common interviewing errors.
In the section entitled “Taking
the Measure of the Candidate”, we focus
on ways of assessing the five characteristics
we believe to be essential in evaluating an executive
level employee: problem solving, communications,
motivation, interpersonal skills and administrative
acumen.
Approaching the interview
Getting the basics right
Start at the beginning to avoid potential problems.
Anyone involved in hiring and interviewing should
be aware of the basic courtesies toward a candidate
and the legal ramifications involved in the interview
process.
Preparation is critical to a successful interview.
In particular, you should have detailed knowledge
of the content of the position for which the candidate
is being
considered.
The bottom line is to have a “game plan”
for each interview. Evaluate, if possible, the
candidate’s resume and determine areas to
be filled in or firmed up with more information.
If no resume is available, make a checklist of
what you must determine in the interview, and
then obtain the information.
The interview itself should be private, and you
should maintain control at all times
– that means keeping the initiative and progressing
at a steady pace. It is important, as discussed
below, to draw the candidate out and encourage
discourse, but not to let the subject ramble along
unproductive paths.
One of the important keys to a successful interview
is the establishment of rapport encouraging the
candidate to “open up” and respond more
spontaneously than one
would in a rigid question / answer interview.
Care should be taken to make the candidate feel
comfortable and develop confidence in the interviewer.
The less
guarded responses elicited in this kind of setting
are likely to be both more reflective of true
feeling and more candid as to shortcomings.
Techniques aimed at establishing the desired relationship
vary from interviewer to interviewer, but the
general practice is to attempt to accustom the
applicant to talking freely at the very outset
of the session.
Typically, this is achieved by opening up with
a non-threatening “small talk” question
aimed at easing initial tensions and requiring
some elaboration. The
subject matter might be how the candidate enjoyed
living in a certain part of the country or became
interested and involved in a particular pastime
or community project.
Throughout the interview, the interviewer should
strive to be pleasant, maintain a conversational
tone of voice and be supportive of the candidate’s
accomplishments, offering praise where appropriate.
All of this helps establish a bond between the
participants.
As the ice-breaking stage draws to a close, the
interviewer should be prepared to move into the
business part of the interview with a broad introductory
question (contrasting previous work experiences,
for example) that is designed to keep the candidate
talking freely.
As soon as possible after the interview, take
time to reflect. Carefully evaluate the information
you have obtained, interpret the facts, weigh
them and determine a course of action. Make notes
of salient points, especially personal impressions
that tend to fade faster than objective information.
And write a paragraph summarizing your observations.
Interviewing errors
One of the quickest ways to understand what makes
a good interview is to take a look at 12 of the
most common interviewing errors.
Poor Homework – The interview is ineffective
due to a lack of preparation by the interviewer.
Do your homework on position specifications before
the interview.
Avoid over-generalizations about the job
and the company.
Rambling – The interviewer is confused
and does not concentrate. Have a plan for focusing
on specific areas for inquiry.
No Notes – The interviewer walks away
without any written record. Be receptive and be
thorough – know what you are after and keep
a record by taking notes.
Leading Questions – The interviewer
telegraphs the desired response to your questions.
Never over-question and keep your opinion to yourself.
Air Time – The interviewer dominates
the conversation. Be a good listener. Use silence
– it’s difficult, but let the applicant
be the first to break the silence.
Prejudices and Stereotypes – They
get in the way. Review your prejudices and don’t
let them influence your judgement. Don’t,
for example, be misled by the
appearance of the candidate.
Theoretical Questions – The interviewer
tends to ask too many “What if….”
questions. Questions should be skewed toward specific
behavior patterns, responsibilities, accomplishments
and methods used in getting results.
Chemistry – The interviewer doesn’t
hit it off with the candidate. Don’t let
poor personal chemistry cloud the interview. Be
careful, too, when the chemistry is very
good. In that case, be certain that you still
evaluate the candidate’s qualifications thoroughly.
Pop Psychology – Shun the role of
amateur psychologist.
Tough Ones – Don’t shy away from
asking the hard questions. Similarly, ask follow-up
questions – details should be developed rather
than overlooked. “Why”
is an invaluable probe and can be used frequently.
Halo Effects – The interviewer tends
to judge by inference from answers not thoroughly
made by the interviewee and allows personal opinion
to become too
strong. This behavior can tend to “wish someone”
into a position. Again, follow up and seek specific
answers. Have data to support your assessments
and conclusions.
Buying vs. Selling – The interviewer
fails to differentiate between the two. You should
evaluate the candidate’s experience from
a buyer’s perspective, make a valued judgement
and then decide upon the degree of persuasion
needed or not needed to “sell” the interviewee.
Executives often say proudly: “I don’t
want the person if they don’t want to come
here.” However, if the candidate is desirable
and is currently employed , strong reasons must
be given to induce a change. This requires a shift
from “buyer to
seller”.
Taking the measure
of a candidate
Five key characteristics
In every search conducted by Boyden, we evaluate
those whom we interview on five traits of critical
importance to the management process. Overall,
each
candidate is rated – on a scale of one to
five – on 5 specific characteristics.
Problem solving.
The key questions to be answered concern problem
analysis and judgement:
· Does the candidate grasp the source,
nature and key dimensions of a problem?
· Does he or she reach appropriate conclusions
from available information?
Problem Analysis
Proficiency is indicated by such accomplishments
as involvement in a turn-around situation; penetration
of a new market; successful handling of a start-up
situation and the design of a successful course
of action to deal with problems.
Judgement
A record of constructive job changes; success
of executives or employees promoted; skill in
budgeting; ability to stay on a career path with
few lateral moves and ability to make significant
policy decisions.
Communications
There are four key questions with respect to communications
skills:
· How effective is the candidate at person-to-person
discussion and expression in small group situations?
· How well does he or she listen and extract
relevant information?
· Does he or she express ideas to others
with poise, relevance, persuasiveness
and clarity?
· How well can a candidate write?
Dialogue Skills – Appointment as a group
leader; representation of a unit or the company;
success in negotiations; training of successful
subordinates and
avoidance of pseudo-technical vocabulary.
Listening Skills – Corrects remarks,
indicating he or she has listened; goes to others
for advice; asks sensible questions and summaries
discussion or statements made.
Presentation Skills – Successful teacher
or trainer; often a speaker to large groups; member
of speakers’ bureau in a civic activity;
effectiveness of communication
during the interview.
Motivation
Key questions to be answered:
· Is he or she a self-starter, prepared
to initiate?
· How much directed, sustained energy can
the candidate bring to bear in accomplishing objectives?
· Does this person function in a controlled,
effective manner under stress?
· Does the candidate set high standards
and express a determination to see tasks done
well?
Initiative – Getting the company involved
in new products; working successfully on commissions;
starting his or her own business or division;
initiating projects; going to college at night;
dissatisfaction with status quo; using innovative
methods and making constructive organizational
changes.
Drive – Rapid advancement; involvement in
outside affairs; success in meeting goals in an
MBO program; determination to exceed goals; ability
to handle multiple assignments well and putting
in long, productive hours.
Reaction to Pressure – Maintains composure
during interview; functions effectively in crisis
situations; maintains good human relations and
meets imposed deadlines.
Commitment to Excellence – Outstanding academic
record; frequent reference to high standards and
a desire to do the job better than anyone else.
Orientation toward Achievement – Goals achieved;
recognition attained; honors bestowed; competitions
won.
Interpersonal
Key questions to be answered are:
· Does the candidate direct the behavior
of others toward achievement of common goals by
charisma, insight or assertion of will?
· Does he or she demonstrate due consideration
to the needs and feelings of others?
· Does the candidate create a positive
impression of self-assurance, which gains recognition
and commands respect?
Leadership – Past positions; ability to direct
a large staff; headed up task force; development
of subordinates and track record.
Sensitivity – How great is turnover among
subordinates chosen personally; turnover among
subordinates not chosen personally; relationship
with people he or she has fired; references to
others in interview; demonstrated understanding
of people’s needs and sensitivity to social
considerations.
Impact – Personal impact during interview;
representation of the company in public; work
as salesman or consultant and the consideration
of arising problems as a personal challenge.
Administrative
Key questions on which the candidate should be
evaluated are:
· Does he or she anticipate situations
and problems and prepare in advance to cope with
them? Is there an ability to establish priorities
and coordinate
activities?
· Can the candidate assign work and responsibility
effectively?
Planning and Organization – Preparation and
organization for interview; setting up a new department;
holding a planning position; the successful non-crisis
handling of a dynamic job and the ability to prepare
budgets, marketing plans, etc.
Delegation
Developed a strong organization; delegates authority
to others; holds regular meetings with subordinates;
refers to accomplishments of others; is not swamped
with details in present position; is able to define
duties of subordinates.
Conclusion
Interviewing is an art form Boyden
professionals have been perfecting for more than
fifty years. It requires a disciplined approach.
Be prepared for an interview,
maintain control throughout and carefully evaluate
the candidate. These techniques are crucial when
it comes to selecting the right candidate for
your organization.
To learn more about Boyden and the services we
provide, contact us at:
Boyden
global executive search
100 Park Ave., 34th Floor
New York, NY 10017
Tel: 212.843.0200
www.boyden.com
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