Reference Abuse: Don’t do it

On November 7, 2011

In the November 8, 2011 Ask The Headhunter Newsletter, a seasoned professional takes employers and recruiters to task for demanding detailed references too soon:

I’ve noticed a disturbing trend lately: Recruiters are asking for detailed references before I even meet them or decide I’m interested in the job. They want multiple references before they’ll even present me for a face-to-face interview with their client. I don’t get it.

Mind you, my references are consistently stellar, so I’m not afraid of giving them out for a serious inquiry. But if I’m still collecting information on the job myself, haven’t met the hiring manager, and haven’t even had any serious discussions about terms and conditions, I don’t want my references to be bothered. When I direct them to LinkedIn, where I have strong references from former managers and peers, they aren’t pleased. They want to speak with someone in person.

What gives with this new fetish of checking references so early in the conversation, and how can I get seen by the hiring manager without having multiple agencies pestering my past managers “just in case” I might be a good fit on a particular job? I have always been taught that one’s references must be protected. Your thoughts?

Here’s the short version of my advice: (For the entire column, you need to subscribe to the free newsletter. Don’t miss another edition!)

My Advice

In some cases, headhunters and employers are just being more cautious — they can’t afford to make mistakes. They want to check candidates out thoroughly. But I think they’re making a mistake by asking for references rather than peripherally reviewing a potential candidate before initiating contact.

Whew — what does that euphemism mean? “Peripherally reviewing” someone? For a recruiter or headhunter, it means doing your homework by talking to people who know the candidate, to make sure you’re approaching someone who might truly be right for the job. Otherwise, don’t call the person. So my point is, the headhunter should check you out before even contacting you. That’s his job.

In other cases, when they ask for your references so early they’re fishing for new contacts — potential sources of additional candidates, or actual candidates themselves. (Ever see your references get recruited to fill a position you were being considered for? It happens.) You become a source, under the guise of being a potential candidate.

You have to use your judgment. A lot depends on how credible you feel the headhunter or employer is. I agree that it’s not prudent to let just anyone contact your references. Your references will get sick of the calls. Why put your references at risk? And that’s what I’d say to those who request the references. “Once you put some skin in the game, I will, too.” (See Take Care of Your References.)

Peripheral Review: The test of a headhunter

But lets explore further my point about peripheral review. This is something that inept employers and headhunters ignore: The very fact that a recruiter has contacted you suggests they have done their homework on you. They have good reasons to recruit you. That is, they have already checked your references — that’s what led them to you. Or — maybe not. Maybe they’re just fishing and they got your name out of a database. What then?

Well, then you’re wasting your time, because those recruiters aren’t doing their jobs. They want you to do their work for them. They want you to provide references that prove you’re worth recruiting. I think you see my point.

When an employer has a strong, well-founded interest in a candidate, they’re almost always flexible and respectful. They’ll work with you, and they will be sensitive to issues like this. They won’t be so insistent, because they don’t want to turn you off. They want to meet you.

If you don’t know the headhunter, and if you have never had contact with the employer — or they contacted you first — then there’s no reason to comply with unreasonable requests. Everyone has to ante up, including the recruiter and employer.

How do you get around this obstacle so you can talk directly to the hiring manager? You might not be able to. When a job opportunity comes to you, you relinquish significant control. But you can gain control by taking a firm stand. If this sounds overly aggressive, remember that no opportunity is real unless you are free to examine and judge it first. Be polite, but be firm. Try this:

How to Say It

(Sorry! This How to Say It tip is available only in the newsletter. Subscribe now! It’s FREE. Don’t miss next week’s extra content!)

Or, try this:

How to Say It

“Tell you what. You’re recruiting me. If you can provide me with the names of two people who endorsed and recommended me — That’s why you’re calling me, right? — then I’ll give you two more very good references. But if you don’t really know why you’re calling me, why would I give you more names?”

A good headhunter will defer to a candidate he’s serious about recruiting. The rest will hang up because you busted them. The best they can do is try to make you feel you must give up the goods if you want that good opportunity… it’s a classic sales ploy. Don’t let your references be abused.

(How can you distinguish a good headhunter from a lousy one? See The truth about headhunters.)

Just because a headhunter or employer asks for references doesn’t mean it’s time to hand them over. How do you use your references properly, and protect them from abuse?

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How to manage gang-up interviews

On October 17, 2011

In the October 18, 2011 Ask The Headhunter Newsletter, a manager indicts “panel” interviews and says he’d never consent to one — or conduct one. Are panel interviews a bad idea?

I was taken aback recently when my HR department scheduled me as a part of a panel interview. When I queried our hiring team, they claimed this was the “latest thing” and it provided a “challenging atmosphere for the candidate while minimizing expenditure of company resources.”

I was on my way to register my discontent with the HR VP when my Blackberry indicated the interview had been cancelled because the candidate had accepted another offer. That didn’t shock me—I wouldn’t accept a panel interview, either. Shortly thereafter, the HR VP “innovator” left to “pursue other career opportunities.” Good riddance!

This doesn’t mean some other “idea person” in our company won’t try to resurrect this sort of thing, but not on my watch. I believe in giving each candidate a chance, as much as possible, to “do the job.” It’s much more productive.

Don’t get me wrong, I’m all for candidates meeting the teams they will work with, just not in a formal interview environment. Is this panel interview approach really creeping into our already dysfunctional job interviewing system?

Kudos for the continuing wisdom emanating from your Ask the Headhunter empire! Your straightforward approach is a win-win for employers and candidates and removes the HR-injected “smoke and mirrors” from the hiring process. It certainly has helped me in many ways. Good luck and keep ‘em coming!

Here’s the short version of my advice: (For the entire column, you need to subscribe to the free newsletter. Don’t miss another edition!)

My Advice

Thanks for the laugh, and for your kind words. No, I don’t see ganging up on a job candidate as a new trend — although in some organizations this has long been routine. Innovative HR VPs… unfortunately, they’re not a trend, either.

It’s refreshing to hear from a manager who doesn’t support contrived methods of assessment. It seems that many HR execs think the more over-defined the interview process is, the better. They’ll accuse me of being a yokel, but whatever happened to just talking with someone and working together, to figure out if there’s a match?

I believe that a simple, engaging, no-tricks, personal interview experience is what gets people’s attention and interest. The more direct and one-on-one the assessment, the better. As you point out, there are good ways for candidates to meet the entire team. Candidates are sick to death of “the process.” They want to work with managers and people who truly want to get to know them. The happiest candidate is one who’s hearing about the work that needs to be done, and who’s being asked how he or she would help do it. I encourage you to go that route at your company.

A thorough assessment can include other activities, but any interview should start with a respectful, “working” meeting — not a confrontation by a gang.

So, what should a job applicant do when the employer schedules a panel interview? Like the candidate who took the other offer and declined the panel interview, the manager who asked this question has the answer: “I wouldn’t accept a panel interview.” What you do, of course, is up to you. (Maybe you like panel interviews!)

While an employer may be taken aback, there’s nothing wrong with saying you’d prefer to meet the hiring manager one on one, and that you’d be glad to meet the rest of the team if that first meeting goes well. Remember — the candidate gets to judge the employer in an interview, too, and doesn’t have to proceed with more discussions unless the experience is satisfactory. Alternately, if you find yourself stuck in a panel interview, try this: How to Beat The Stress Interview.

You can get relief from situations you don’t like by politely and firmly saying no. It’s the sign of a credible job candidate.

Are panel (gang-up) interviews legit? If you’re a manager, do you do panel interviews? What’s your experience been?

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3 Ways to Be a Smarter Job Candidate

On September 19, 2011

In the September 20, 2011 Ask The Headhunter Newsletter, a job hunter wonders how to get smarter, negotiate better, and avoid getting taken advantage of:

I had what may be a “Eureka moment.” I’ve been accused of lacking the “cojones” to handle interviewing and the job market, and I think it’s true. I started my career when companies treated people with respect. Today, employers deliberately set things up so that the job candidate is at a huge disadvantage. The rules have changed so that employers can really take advantage of the diligent, loyal folks who have the 1950’s work ethic.

They make an offer and demand you respond within 24 hours, or it is rescinded. They make statements in interviews that they back out of as soon as you take the job. Don’t assume that they will send you a health insurance card, or that the work week is 40 hours, or that there’s even time to eat lunch. One place I worked made everyone buy their own pens and office supplies. You almost need a bulldog lawyer to negotiate everything for you.

People have told me I have a “golden retriever” personality—too eager to please and to be a good employee. I need to be more skeptical, and I need to be a much tougher negotiator. It is hard when you really need a job, but I’ve learned the hard way not to be so trusting. It may be better to risk ticking off an employer, or losing out on a job, than to take the job and find that someone took advantage of your good nature. How can I get smarter? How can I be a better negotiator? Can you help me out?

Here’s the short version of my advice: (For the entire column, you need to subscribe to the free newsletter. Don’t miss another edition!)

The best way to avoid being taken advantage of is to set your standards and expectations high. Then judge others accordingly.

One way to approach this is to politely make the employer jump a few hoops, too. The lousy ones will refuse, and that saves you time. I doubt it will cost you any good opportunities. My advice: Quickly find out what kind of people you’re dealing with. If there’s a problem, move on. Here are some suggestions.

First

Make a list of what you think is reasonable behavior from an employer, so you’ll be more aware of what to look for. If an employer doesn’t measure up, call them on it. Give them a chance to try again. Their reaction will tell a lot by itself. Here’s an example.

How to Say It
“Thanks for the offer. I’m very pleased about it, but I cannot make a decision in 24 hours. I’ll tell you why. I want to stay with the company I join for the long haul, so I want to make sure it’s the right match. Before I accept, I’d like to spend a little time with people I’d be working with, and with people in related departments. Can we schedule some brief meetings with managers and employees in [manufacturing, finance, whatever] asap? Then I can assure you of a quick answer to your offer. I appreciate your consideration. It will help us both to make a wise decision.”

Massage the wording to suit your style. It’s a reasonable request, and I think it will quickly reveal which companies are good and which are lousy.

Second

Another way to be more assertive (and to protect yourself): Ask for the full employee manual and benefits package at your first interview, or before it. Hey, they have all your info in your resume and application, right? You want their info. If they won’t give you copies after your first interview, thank them and walk away. Don’t waste your time.

Third

(This part of my advice is omitted. It’s for newsletter subscribers only. Subscribe to the newsletter to read all of next week’s Q&A! It’s free! Don’t miss another edition!)

There are good companies out there. You have to weed out the rest, and these are some ways to do it. Of course, you must be polite, reasonable and very professional. Never be pushy, demanding, or rude or presumptuous. Wear a big smile, grow some cojones, and be firm. Sure, this will cost you what people loosely refer to as “opportunities”—but they are really nothing at all.

Know what your standards are. Go in with a positive attitude. Stand firm the first time they push you where you don’t want to go.

Some employers demonstrate high standards. Others smile a lot and bite you where it hurts. Learn to tell one from the other by testing them. Today’s Q&A offers 3 suggestions. How do you test a company before you accept a job offer? Have you been bitten?

How can job candidates be smarter and negotiate better? Please share your thoughts in the comments section below.

The Ask The Headhunter Newsletter is 9 years old today! That’s worth a special deal!

To celebrate, I’m offering an extra $5 off the 2-Book Bundle! Discount code: 9YEARS. This discount code is good only until Friday, September 23, and only on the 2-Book Bundle! Click here to order, and type 9YEARS in the discount code box when ordering!

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Bankrupt & Unemployed: How to Say It

On September 14, 2011

In the last post, Bankrupt & Unemployed: Will a background check doom me?, we discussed how a reader who is applying for a job (and who is qualified) might overcome obstacles that come up when the employer does a background check. Problems like bankruptcy triggered by long-term unemployment — and a year-old DUI (driving while intoxicated) violation.

Knowing what to do is one thing. Facing the employer and knowing what to say — and being able to say it — is something else. In this edition, let’s discuss How to Say It.

There are two keys to convincing an employer to take a chance on you:

  1. Personal recommendations from credible people who know your character and your work ethic.
  2. A clear commitment — which the employer will never ask for, but which you must offer in order to get a job offer. To find out what that commitment should be, please watch the video.

What would you say to a hiring manager to get past such obstacles? And if you’re a manager, what would a candidate need to say and do to convince you to give him or her a chance?
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Are you over-qualified for a grunt job?

On August 8, 2011

In the August 9, 2011 Ask The Headhunter Newsletter, a job hunter gets rejected for demonstrating initiative, and asks for a work-around:

You have urged us to convince the hiring manager we can bring value to a job. Believe it or not, this doesn’t seem to be appropriate in some circumstances, unfortunately.

I have had experiences with accounting and IT (information technology) hiring managers. Each had a detailed requirement of the role to be filled. When I focused on what I could bring to the table, the post-mortem in each case was, “She is overqualified.” They just wanted someone to tick off the boxes on the requirement and show proof of competence in those areas. Going beyond was automatic rejection.

Maybe certain roles demand a pedantic mind to succeed, and it’s not possible to present a good business case to such people when they are the hiring managers. What do you think?

Nick, do you have a work-around for this circumstance?

Here’s the short version of my advice: (For the entire column, you need to subscribe to the free newsletter. Don’t miss another edition!)

This is an excellent question. But I don’t think this is really about the job. I think it’s about the employer. I’ll take the liberty of re-phrasing it:

Do I want to work for someone who wants me to be a grunt, and not add anything to the job?

If you do, then don’t offer anything more in the interview than the interviewer asks for. That is, check off the boxes and go along for the ride. The trick, of course, is figuring out whether the employer wants more or not. I’m not sure that’s possible without betraying higher intelligence and motivation.

But if you want a job where you’re contributing to the business, and if you want an employer that cares, then keep doing what you’ve been doing. Show what you can bring to the table. Employers that want to hire robots will fail the interview, just as this one did.

No offense intended — honest — but I think what you’re getting at is, How do we dumb ourselves down so we can get a job that doesn’t require our full participation?

Maybe you just answer the questions you’re asked, and say little more than that… (This is where some of my advice is omitted. To get the whole story next week,  subscribe to the newsletter. It’s free! Don’t miss another edition!)…

Note to human resources managers: If your company wants grunts, please stop talking about “hiring talent.” You know who you are.

I know there are managers who don’t give a rat’s batootie how capable a job candidate is, beyond meeting the minimum requirements. There are also people who close their eyes and gobble down anything in the fridge, because they consider cooking a waste of time. Anything they can stuff in their face will do.

I don’t disparage anyone who just needs a job to pay the bills, and who will take anything they can get. But that’s not the audience I write for. I write for people who love to cook tasty meals and enjoy seeing big, gratified smiles on the people sitting around their table — like their boss and their co-workers. Because life’s too short for just plain “competent.”

Managers who reject job candidates capable of doing more than the job description aren’t managers. They’re grunts, too. When grunts run a business, talented workers eventually all leave. The customers and investors usually depart after that. I think getting rejected by grunt managers is a good thing. But if you want to work around such rejection, just sit quietly and chow down on the mush grunts serve you.

I’m sure people have strong opinions about this. I’d love to hear them! Even routine jobs benefit from smart, motivated workers who want to help a business be more successful. But I could be wrong. Are employers smart to hire grunts?

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This Employer Earns an A in Hiring

On August 1, 2011

In the August 2, 2011 Ask The Headhunter Newsletter, a manager explains hiring like it ought to be done and earns an A:

I’m a hiring manager and I like to ask candidates to:

  • Review our web site and provide written recommendations for improvement prior to the initial interview;
  • Meet with a sales manager who can assess their knowledge of our market;
  • Do a presentation;
  • Participate in some relevant pre-employment training to see how well they learn and interact with others.

This works for us and it keeps our turnover very low. From a hiring manager’s point of view, I think it’s important to get multiple looks at a candidate, and to give a candidate multiple looks at us. However, this takes quite a bit of time. What do you think?

Here’s the short version of my advice:

(For the entire column, you need to subscribe to the free newsletter. Don’t miss another edition!)

This is hiring like it ought to be. What you’re doing earns high marks, because you’re not conducting junk interviews. A candidate who is really interested in working for you will gladly invest time in your hiring process.

Often, the problem isn’t that companies spend too much time interviewing; it’s that they don’t spend it profitably. I believe hiring a person is like marrying them. Before you tie the knot, you should talk and work together in more than one context, and you should meet one another’s friends (or co-workers). That’s how to decide whether you belong together. In other words, the courting process must be substantive. I’ll offer three suggestions. (You’re already doing the first one, in your own way.)

First, Kick the candidate out of your office. Get the candidate out on the work floor, to meet your team and see how the work is done. Let the candidate participate. Don’t just test them; try them out.

Second, make sure you let candidates know from the start… (This is where some of my advice is omitted. To get the whole story next week, subscribe to the newsletter. It’s free! Don’t miss another edition!)…

Third, if you’re going to ask candidates to do a presentation and meet people in other departments, help them prepare. Suggest resources, discuss your company’s preferences and style, and offer guidance, just as you would to your employees. For example, you might offer to let the candidate talk with one or two members of your team, by phone, prior to the interview. (If this seems like a waste of time, reconsider filling the position, because if you’re not willing to make this investment, why should anyone invest time to meet with you?) To get the best out of candidates, I believe you have to help them, just as you would your employees when you assign them a project.

Hiring is a manager’s #1 job, and you do it intelligently. Most employers barely earn a passing grade at hiring, and their turnover shows it. I challenge them to reach for an A at interviewing. Your “very low” turnover proves what a valuable investment you’re making. My compliments. Thanks for sharing a manager’s point of view.

In today’s newsletter, we hear from an employer who knows how to hire for success and profit. What do you think of these interviewing methods? What else would you like to see employers do in the job interview? Tell us about an employer you know that deserves an A for interviewing and hiring — and why!

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Butterflies in your interviews?

On July 25, 2011

In the July 26, 2011 Ask The Headhunter Newsletter, a job hunter says butterflies interfere with interviews. What can be done?

I consider myself a fairly intelligent and eloquent person with strong skills in my field. Yet, when I go into an interview I turn into Elmer Fudd! I tend to make such comments as, “I think I could be real good at this job!” I’m sure I’m like most people: I get the proverbial butterflies in my stomach.

Only after the interview do the things I should have said start flooding into my mind. (I’ve tried role-plays, but they do not seem to help.) I’m sure this has cost me opportunities. What can I do? Any advice would be greatly appreciated!

Here’s the short version of my advice: (For the entire column, you need to subscribe to the free newsletter. Don’t miss another edition!)

Butterflies are very common, even among some of the most talented people I know (including executives). I’ll offer two suggestions to help you control butterflies.

1. Read Don’t Compete With Yourself. This article will teach you some simple ways to avoid pre-interview tension, and how to stay calm during your meeting.

2. Try The New Interview. Prepare a 20-minute presentation for the employer, and show how you’re going to contribute to the company’s profitability. This might sound daunting, especially to someone who gets nervous, but once you learn to do it for one employer, the next ones will be a lot easier.

The power of this approach lies in the fact that once you’re this prepared, you’ll never again get butterflies in your stomach.

You see, people get butterflies when they’re not completely prepared. They consequently (and naturally) feel unsure of themselves. I know what you’re thinking: “But I am prepared!” I doubt you are prepared to the extent I’m talking about.

Prepared means being able to outline two or three specific problems and challenges the employer faces, and then presenting a plan to handle them. (Don’t provide too much detail, because then you’d be working for free and giving away your assets.)

When you truly understand the business… (This is where some of my advice is omitted. To get the whole story next week, subscribe to the newsletter. It’s free! Don’t miss another edition!)…

If you think this level of preparation is a huge investment, you’re right. The employer thinks hiring you is a pretty huge investment, too. If you’re not prepared to do the job in the interview, then your competition — the candidate I coached to do what I suggest above — will blow you out of the water like a dead fish.

Consider this carefully: You can’t do this level of preparation for the 400 companies you’ve sent your resume to, because there aren’t 400 jobs for you. Thus, you must pick your targets very carefully.

When you achieve this level of business interaction, you are not interviewing. You are in a meeting where you’re doing the job. That’s such a liberating experience that nervousness almost completely disappears. It works. Try it.

Do you get butterflies in your stomach when you interview? Why do you think? Or do you have nerves of steel and demonstrate confidence? How do you do it?

Where does a good job candidate’s power come from? And how can you develop yours?

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How to Say It: Why are you leaving your old job?

On June 6, 2011

In the June 7, 2011 Ask The Headhunter Newsletter, a reader asks what to say when an interviewer inquires why you’re leaving your old employer:

I work in a business where there is a constant flow of people in and out of our office, and a high volume of customers calling on the phone. We get a lot of complaints from customers, and quite a bit of verbal abuse. My co-workers and I don’t feel safe. Extreme as it sounds, we worry about someone walking in the door and going bonkers.

I began a job search this week, and I’ve read online comments about what to say when asked the reasons for leaving my old job. I’ve been advised never to say anything bad about the company, including that it’s not safe. So, I am not sure how to answer this question any more. I have an interview coming up. Can you please give me some advice about what to say when I’m asked the reasons I am leaving my current job? Thanks very much.

Here’s the short version of my advice: (For the entire column, you need to subscribe to the free weekly newsletter. Don’t miss another edition!)

You could be leaving your job because you don’t see growth opportunities, or because you have just grown tired of the work. Or, you might not get along with other employees, or with management. While any of these reasons are legitimate, how you express them could cost you a job opportunity. While some employers are interested in your motivations, I believe this question is almost always “loaded.” The employer wants to know whether you’re trouble.

As you can see, the real problem with this question is that you have no way of knowing the interviewer’s intent. And it’s not worth guessing and being wrong.

If you believe that explaining your reasons for leaving your last job will reflect well on you, then by all means explain. If you’re worried it will hurt you, then keep mum.

How to Say It
“I love my work, and I want to work in a better company where I am free to do my job effectively.”

If they ask you what the problem is with your current employer, be honest:

“I’m looking for a good job with a good company, but I never disparage anyone I’ve ever worked with… I came to you because your company seems to be one of the shining lights in this industry, and I’d like to talk about how I can help you be more profitable…” (…This is the missing part… Sorry, but you must subscribe to the newsletter to get the entire Answer and Commentary in the newsletter… Don’t wait til next week… Sign up now… it’s free!)

That’s the best way I know to approach any employer, and to get past that question. Focus on the company you’re meeting with, not on your past or your old company. And be candid about your policy of not bad-mouthing anyone, including your last employer.

I’m sorry you’ve been through so much. Look ahead, find a really good company, and explain how you’re going to help them be more successful. That’s what any good employer looks for.

It’s one of those tricky interview questions: Why are you leaving your old job? If you’re leaving because you’re unhappy, that opens up a can of worms in the interview. So, what do you say, and how do you say it? My suggestion in this week’s newsletter is one way to handle it. How have you handled this? Did it work? Or did it backfire?

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Ordering at the interview bar

On May 30, 2011

In the May 31, 2011 Ask The Headhunter Newsletter, a reader asks how to handle job interviews… in a restaurant or bar:

The company I’ve been talking with informed me that our next interview will be at a nearby bar where we can all sit down and relax. The manager also mentioned that he and his group will have some specific questions this time. (In the first interview, I listened more than I talked.) What’s the protocol for interviewing in a public place? I guess they want to see how I act and how I would fit in. Can you offer any Do’s and Don’ts for a “relaxed” bar interview?

Here’s the short version of my advice: (For the entire column, you need to subscribe to the free weekly newsletter. Don’t miss another edition!)

There is some conventional wisdom about interviewing over a meal or over a drink. All of it assumes such a meeting is a clever ruse where the employer is watching your manners and your eating habits, and possibly trying to get you “loosened up” so they can find out what you’re really like.

I caution you: Don’t make any of these assumptions. It’s a business meeting. Be businesslike.

A long time ago someone taught me to take others at face value and to always assume the best. It’s good advice. If it turns out someone is playing games with you, that should be enough to tell you what kind of people they are — and that you probably want nothing to do with them. As long as you are honest and sincere in your words and actions, the burden is on the other guy to act the same. I’ve found this personal policy works very well. If someone screws with me after I give him the benefit of the doubt, I never deal with him again. Word gets around.

Be yourself. Don’t get caught up in the meaning behind the interview location. Do what you would normally do in an interview. (If you don’t feel comfortable in bars, say so and ask for a change of venue.) If you are a woman and the interviewers are all guys and the bar is questionable, use your judgment and trust your instincts.

Order what you want to eat, but don’t spend too much of their money. Use common sense and be polite.

Don’t follow suit. If the boss orders beer but you don’t drink beer, don’t order beer. If you want seltzer, order seltzer. Don’t be someone you’re not…

(…This is the missing part… Sorry, but you must subscribe to the newsletter to get the entire Answer and Commentary in the newsletter… Don’t wait til next week… Sign up now… it’s free!)

…Respect yourself and respect the employer. No games. Discuss whatever they want to discuss as long as you’re comfortable with it. Hopefully, they want to talk about the work. If you’re the one introducing topics, talk about the work. Contribute whatever information you think will help them see how you will do the job profitably for the company, and how you will fit into their social environment.

If you and they don’t fit together, this is the time to find out. If the meeting gets weird, order take-out.

Do the rules change when your interview is in a restaurant? How about in a bar? Have you had such interviews? How did you handle them?

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Interview Questions: You need just one

On May 4, 2011

Dying to become relevant again, Monster.com sent out a promotional e-mail today, with a big, fat, blue title at the top:

There’s more to recruiting than finding the right candidates.

Well, no, there’s not. Finding the right candidates is 100% of what recruiting is and must be, or you wind up having to use 50 stupid interview questions to sort out all the wrong candidates.

The e-mail links to an article on the Monster.com website titled The 50 Toughest Interview Questions to Ask or to Answer. Proof positive that Monster.com is still totally irrelevant.

The Top Stupid Interview Questions

There used to be a book, published by Adams, titled 2,800 Top Interview Questions — And Answers! I always had a fantasy about that book. You walk into the interviewer’s office. You smile broadly and shake hands. “Glad to meet you! Let’s get down to business and have an interview!”

Then you slide that baby across the desk. “Here are all the questions… and the answers! Now you’ve got them, and I’ve got them, and we don’t need to waste our time on them. Now we can do something useful, and talk about the work you need to have done!”

Instead of teaching job candidates to talk shop with the hiring manager, career experts outdo themselves rehashing and regurgitating that list. And every book of those questions comes with answers — digested and marinated in expired creative juices, and about as satisfying as a bolus coughed up by the last person who interviewed with the manager.

fast-companyOne Good Interview Question

Back in 2003, the editors of FastCompany magazine put together a cover story titled, All The Right Moves: A guide for the perplexed exec. It was a collection of 21 Q&As for managers. Editor Bill Breen sent me a question and asked me to write a “memo” to managers with my advice. (Later, Breen told me that his boss, FastCompany founder and publisher Alan Webber, thought this one tip was the best of the 21 in the feature. Yah, I was tickled.)

I still think you can toss out every list of Top Stupid Interview Questions, whether it includes 50, 200, or 2,800, and just ask the one question I discuss in this FastCompany column, which is reprinted below. And Monster.com can go suck rocks.

16 . What is the single best interview question ever — and the best answer?

Memo from: Nick Corcodilos, author, headhunter, and publisher of the Web site Ask the Headhunter.
To: Hiring managers everywhere
Re: Reinventing the job interview

The purpose of any interview is simple: to determine whether the candidate can do the job profitably. A smart interview is not an interrogation. It’s not a series of canned questions or a set of scripted tests that have been ginned up by HR. An interview should be a roll-up-your-sleeves, hands-on meeting between you and the candidate, where all of the focus is on the job. Think of the interview as the candidate’s first day at work, with the only question that matters being this: “What’s your business plan for doing this job?”

How Can I Change Careers? picks up where that FastCompany column leaves off. And it’s not just for career changers. It’s for anyone who wants to stand out in the job interview. The book explains why this “single best interview question ever” for hiring managers is also the single best question for candidates to bring up in the interview.

To successfully answer that, the candidate must first demonstrate an understanding of the company’s problems, challenges, and goals — not an easy thing to do. But since you desperately want to make a great hire and get back to work, why don’t you help the best candidate succeed? Two weeks before the interview, call up the candidate and say the following: “We want you to show us how you’re going to do this job. That’s going to take a lot of homework. I suggest that you read through these 10 pages on our Web site, review these publications from our marketing and investor-relations departments, and speak with these three people on my team. When you’re done, you should have something useful to tell us.” This will eliminate 9 out of 10 candidates. Only those who really want the job will put in the effort to research the job.

At the interview, you should expect (or hope) to hear the most compelling question that any candidate can ask: “Would you like me to show how your company will profit from hiring me?” The candidate should be prepared to do the job in the interview. That means walking up to the whiteboard and outlining the steps that he or she would take to solve your company’s problems. The numbers don’t have to be right, but the candidate should be able to defend them intelligently. If the candidate demonstrates an understanding of your culture and competitors — and lays out a plan of attack for solving your problems and adding something to your bottom line — you have some awfully compelling reasons to make the hire. But if you trust only a candidate’s references, credentials, or test results, you still won’t know whether the candidate can do the job.

Recruiting is still — and always has been — about finding the best candidates. But the best candidate isn’t the one who can answer that question. The best candidate is the person who asks it.

More about this topic here.

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