- Healthcare Businesswomen’s Association – Careers - Skills for Success - 2003 SfS Archive

Skills For Success

November/December 2003

Unusual Questions in the Quest for Great Candidates

Julie B. Kampf,
President, JBK Associates, Inc.

We’ve all been there... interviewing the fourth, fifth even sixth or seventh candidate but unable to tell the superstars from the stars. They’re all technically qualified, smart, creative and interested in the position. While your mind keeps wandering to the report that’s due in an hour or worrying about how you’ll prep for the next meeting, you’re also thinking: What question could I ask that would really differentiate the candidates? What is that one question to make me know this is the superstar?

The healthcare industry is not exempt from the one question all employers have struggled with in their quest for talent since the beginning of time: How do we make sure the people we hire are the right people for the specific job as well as for the organization?

Everyone’s interview style and criteria for evaluating the great hire is unique. Clearly, most managers don’t see candidates unless they posses the hard skill sets and have been pre-screened by well trained human resources (HR) professionals. But it is the soft skill sets—personality and character—that are so much harder to identify and judge, especially in an initial meeting or two.

Unfortunately, even after their HR professionals screen candidates using the most sophisticated tools, managers involved in the interview and hiring process often find they are uncomfortable because they are afraid of making a mistake —perhaps again. As a result, most managers rely on the traditional questions that are fine to break the ice and start a dialogue but can’t help identify the real superstars.

Some of the traditional questions we’ve all been asked—and ask—are: Where do you want to be in five years? What don’t you like to do? How would you describe your leadership skills? What attributes do you think you bring to this company and position? Why do you want to work for this organization?

We also look for clues in body language. Does the candidate make eye contact appropriately as she or he is speaking? Is she or he fidgeting or otherwise looking uncomfortable? Do they have organized notes and materials in front of them? Are they taking notes on important points you make? Is the candidate generally at ease or more strained in her/his approach to talking about nonbusiness related issues?

And, of course, we need to find ways to uncover personal agendas that might take precedence and more than likely jeopardize retention. As we all know, disruption in staffing often results in performance inconsistencies, high recruitment costs, and equally important, lost time to HR and the managers who are constantly taking time away from the business to interview potential candidates.

According to Monster.com, many managers involved in the interview process are looking for unusual questions that have no correct answer, such as “If you had to get rid of one state, which would it be?” These and other unusual questions are the foundation of the third edition of William Poundstone’s “How Would You Move Mount Fuji,” all of which will help you streamline the arduous and time-consuming task inherent in the interview and hiring process, so you will score a hole in one more times than not in today’s competitive environment.

Scoring that Hole in One

Mike Campo, Director of Human Resources for IMS Health asks many candidates to “Describe a project or deliverable you were responsible for that was not successful or did not meet expectations.” He then asks for elaboration: “What was your involvement and, looking back, what would you do differently?” According to Campo: “This question allows me to determine if this person has the confidence, selfawareness and humility to admit to their mistakes or failure and shows if they are able to learn from their mistakes so they do not repeat them.” This is an excellent point: Managers need staff with selfconfidence that is balanced with humility and self-awareness so they can review their mistakes objectively and learn from them. Such a person would be more empathetic to others who make mistakes and, in turn, be more able to lead a team to identifying—not hiding—issues before they become major problems.

Many managers involved in the interview process are looking for unusual questions that have no correct answer.

Lonnel Coats, VP of Human Resources for Eisai, Inc., asks candidates: “What are you hoping to accomplish here that you didn’t accomplish with your current/previous employer?” He explains that “This question will give you great insight into how aligned you and the candidates are in what they expect from the boss, the company and themselves.” Clearly, this line of questioning separates those who have a personal agenda from those who are committed to accomplishing the agenda of the organization and helps to weed out self-serving individuals.

An interesting question asked by Kelli Watson, VP of HR Planning at Pfizer Pharmaceuticals is “What did you do last Thursday?” Puzzled by the question? She explained that this so atypical of interview questions it often catches candidates a little off guard. But it does uncover an organizational thought process and reveals how quickly candidates think on their feet, an extremely important trait for senior executives. The question also allows Watson to see how the candidate might prioritize their schedule, manage their time and, quite frankly, just the type of response may provide critical information and insight about the candidate.

The track record of candidates developing staff is a very important question. . .

Michael Conforti, Director of Human Resources for Schering-Plough Corporation likes to ask, “What are the three most important considerations that you evaluate when considering a new position? Three is the key word here, says Conforti, because 90% of the time the first two answers are expected, such as compensation, equity opportunity, scope of current position, supervisor and future developmental opportunities. It’s the third criteria, he explains, that tells you something more personal about their value system, motivators, and personality.

Conforti gave the example of one person interviewing for a senior leadership position who indicated that the distance to the closest driving range was a “top priority” because he needed to use his lunchtime to maintain his low handicap. Another candidate, a Senior Product Manager, told him that he could work the additional 2.5 hours standard in the company’s work week, but wanted to confirm the organization would pay him overtime.

Don’t Forget the Softer Skill Sets

Rick Keefer, Group VP of US Operations at Biovail Pharmaceuticals, Inc. looks for questions that may not be “out of-the-box” but speak to the “softer skill sets” that are almost as important as the core competencies a person possesses.

Keefer says he doesn’t have one specific question, but relies on in the full interview process to help him identify a strong candidate. “One of the most important traits I look for is integrity. If a candidate has impeccable integrity, then I know I am talking to a strong candidate. I look for flexibility, how they handle rejection, how they handle adversity and if they’re a team player. I also look for individuals who are transparent in their actions and have good communication skills. I use a variety of questions in the interview process to elicit responses to these qualifications. I attempt to ask questions that require examples of past performance to adequately answer.” Keefer’s probing goes beyond more traditional queries about past results and appropriate experience. For him, candidates who are not agile, flexible and humble—especially in today’s economy—often are not made an offer to affiliate with the hiring company.

One VP of Sales for a major pharmaceutical company who asked to remain anonymous always asks candidates to “Tell me about your track record of promoting your staff. What is your percentage of success? How did you personally work through a difficult issue with an individual who ultimately got promoted? And what about someone who could not cut the grade: What was the result and how did you deal with it?”

The track record of candidates developing staff is a very important question if that person will be responsible for managing others and helping emerging managers and company leaders move into their own management positions.

How Candidates Should Prepare for Interviews

It is as important for candidates to try to identify their own out-of-the-box questions for potential employers for two reasons:

(1) it will give the candidate an opportunity to think on her or his feet should unusual questions be asked; and

(2) the questions will demonstrate a forward-thinking candidate who has a true interest in the company.

It is as important for candidates to try to identify their own out-of-the-box questions for potential employers.

Candidates need to understand that all aspects of their work experience, reported successes, interpersonal skills and integrity will be evaluated, especially if they are being considered for a leadership role. So review your credentials and put yourself in the role of the interviewer: What kinds of questions would you ask if you were interviewing someone with your background? Also remember that references will be carefully scrutinized and even individuals who are not named as references may be contacted to comment on the past performance or character of the candidate.