In the interview, you want to verify that the candidate has the qualities and characteristics that will make them successful in the position. Short, one-word answers won’t reveal anything. So, with few exceptions, don’t ask questions that can be answered with a simple yes or no. Make your questions more open-ended. To create open-ended questions, remember your “W’s”: who, what, when, where, how, and why; or arrange your question to begin with a verb.
Which of the following would result in a more insightful answer?
Did you learn about quantum physics while attending college?
What did you learn about quantum physics while attending college?
Chances are, you’ll get a simple “yes, I did” in response to the first question (if you’re interviewing a physicist, that is). Close-ended questions like the first example are similar to “True/False” questions on a test—they’re easy to answer and don’t provide much insight. The second question, however, is the essay question that you should be asking. The answer will more than likely elicit a more insightful answer about the person’s education and knowledge, providing you with more information to make an educated decision with.
Follow-Up Questions. Unfortunately, when it comes to asking questions there’s a catch—effective question asking doesn’t allow asking about desired characteristics directly. Coming right out and asking a question about your desired characteristics allows the candidate to tell you what he thinks you want to hear. Instead, approach your questions in a more surreptitious manner. Start with broad topics that can lead into more specific follow-up questions. Follow-up questions are the key to revealing the characteristics you’re looking for. Broad topics can be easily gleaned from the candidate’s résumé, such as education; current, previous, or first jobs; experience; and even special interests or skills. Base your follow-up questions on their responses.
Self-Appraisal Questions. You’ll notice that many of your questions will require the candidate to respond with a self-appraisal. There’s absolutely nothing wrong with self-appraisal questions, in fact, the candidate’s response will give you a greater insight into who she is. To find out even more, ask the candidate for a third-party appraisal: “What reasons would your previous manager give for your accomplishments?” Asking for someone else’s opinion will result in an even more candid answer.
Situation-Based Questions. Situation questions are another effective method of finding those characteristics you’re looking for—they’re also the closest you can come to out-and-out asking about specific characteristics. To develop situation-based questions, think of a situation that your new employee may find himself in, and then ask about it. You don’t have to reveal that this “hypothetical” situation has a strong chance of becoming a reality. Your situation question could be based on the candidate’s experience, your experience, future or past events, or performance expectations. Again, broach the topic with a broader question and then follow up.
Strength and Weaknesses Questions. Finally, in your interview you’ll want to identify both a candidate’s strengths and weaknesses. Identifying strengths and weaknesses becomes especially important when you feel that the candidate isn’t being completely open or honest about their qualifications. Ask your candidate directly what they think their strengths and weaknesses are. Follow up with questions on how they developed that strength, or how they plan to overcome their weakness. You can also ask what the candidate does to stay current in their field or what new things they are learning to make themselves even more valuable to a company like yours.