job interview | SmartRecruiters Blog https://www.smartrecruiters.com/blog You Are Who You Hire Wed, 24 Jan 2018 11:30:30 +0000 en-US hourly 1 https://www.smartrecruiters.com/blog/wp-content/uploads/2019/04/cropped-SR-Favicon-Giant-32x32.png job interview | SmartRecruiters Blog https://www.smartrecruiters.com/blog 32 32 Most Important Job Interview Question – “When Have You Failed?” https://www.smartrecruiters.com/blog/most-important-job-interview-question-whats-your-biggest-failure/ Mon, 08 Jan 2018 21:06:19 +0000 https://www.smartrecruiters.com/blog/?p=15190

The most important job interview question is, “When have you failed? Tell me about it.” The answer shows how one portrays their self to others, and what it’ll be like to work together. A job seeker can answer this question in one of three ways: (1) beat around the bush, working the conversation to another topic, […]

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The most important job interview question is, “When have you failed? Tell me about it.” The answer shows how one portrays their self to others, and what it’ll be like to work together. A job seeker can answer this question in one of three ways:

(1) beat around the bush, working the conversation to another topic,

(2) tell you story of how one almost failed but overcame it,

or (3) tell you a story of how one – for a reason or another – has failed before.

The world of work will not go as predictions of production indicate. It took me about 10-15 interviews with job seekers to learn that this is the most important question to ask a job candidate. Let’s examine the possibilities of how you can navigate this awkward question.

Failure 1

If the candidates beats around the bush and is unable tell you of a professional failure, you have learned that the candidate is one of the following:

(1) uncomfortable with the transparency of admitting failure (which may lead to an unwillingness to own up to mistakes committed in your company)

(2) in disbelief of failure’s existence,

(3) incapable of demonstrating the ability to explain the learnings from his or her failures in a traditional manner (Failure is unimportant. It takes courage to make a fool of yourself.);

or maybe, (4) one has never truly failed before.

This answer does not necessarily mean you should not hire this person. You have learned of their mindset, and there is a job for every mindset. Maybe they are too shy to admit a mistake in a job interview? Or did the candidate seamlessly redirect the conversation to another relevant topic? If so, the candidate has demonstrated tremendous skill and character flaw in the same maneuver. No one is perfect. Many jobs favor the ability to communicate without admitting mistakes.

Failure 2

If the candidate tells you a story of how one almost failed but overcame it, you have learned that the candidate is one of the following:

(1) portrayer of the world in a permanently positive view (possibly doesn’t believe in failure),

(2) still not fully comfortable with the transparency of admitting failure but willing to meet you halfway (possibly doesn’t believe in failure; results! Why, man I have gotten a lot of results. I know several thousand things that won’t work.),

(3) able to explain how one solved whatever difficulty of problem the example described;

or maybe, (4) one has never truly failed before (possibly does not believe in failure; if we will be quiet and ready enough, we shall find compensation in every disappointment).

Don’t underestimate the impact positivity can have on persistence and collaboration. Failure will never overtake me if my determination to succeed is strong enough. Ask yourself, why did the job seeker choose to tell me this specific failure? Pay close attention to how one solved the problem, turning the failure into a success, so to speak. Hire this person if their example is the type of problem solving the position demands.

See also:

Failure 3

If the candidate tells you a story of how one – for a reason or another –  has failed before, you have learned that the candidate can:

(1) talk about a time when one has failed, and call it failure,

(2) talk about a time when one has failed, call it failure, and explain what one learned to become a better worker (failure is success if we learn from it.)

(3) talk about a time when one has failed and blame someone else for the failure;

or maybe, (4) the candidate has never failed before and is lying (the only real failure in life is not to be true to the best one knows.)

This may be the most candid answer of a well rounded human being, but it is not necessarily the right hire for every position. Will this candidate detail the wrong failure to an important client, partner or reporter? That question can only be answered by their body of work and the rest of the interview. To tell a true story of failing in a job interview is to understand that failure is the condiment that gives success its flavor. I like working with these people, on most projects. However, many issues involve multiple people, and I see a red flag if the job seeker blames the majority of the failure on another person.  

________________________________________________________________________________

Everyday, learning from failures changes how I share input in the hiring process. As always, I learned from that to write this. I like to work hands on with people who answer with a story of almost failing but overcoming it, or a story of how one – for a reason or another – has truly failed before, but that’s just me, and I also understand the value in hiring a person who beats around the bush, working his or her way to a topic that isn’t “failure.”

I failed yesterday. And the day before that. And who knows maybe it’s a failure to say the most important job interview question is …

Tell me about a time you failed

David Smooke fails everyday.

 

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Top 3 Traits of an Organized Interview Process https://www.smartrecruiters.com/blog/top-3-traits-of-an-organized-interview-process/ Fri, 21 Dec 2012 18:38:39 +0000 https://www.smartrecruiters.com/blog/?p=14719

Recruiting – like most things – is both an art and a science. By focusing on the “science” of recruiting, hiring departments can consistently and methodically improve the way they operate. A scientific recruiting process needs an organized interview process. First, the interview process should be repeatable and measurable. Secondly, interviews should be consistently executed […]

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Recruiting – like most things – is both an art and a science. By focusing on the “science” of recruiting, hiring departments can consistently and methodically improve the way they operate.

A scientific recruiting process needs an organized interview process. First, the interview process should be repeatable and measurable. Secondly, interviews should be consistently executed by the most-qualified interviewers. Finally, data should be analyzed and adjustments made where necessary. We have spoken with dozens of hiring teams, and here are the top three behaviors we’ve seen that help in running an organized interview process.

Organize Your Interview Process

 

1. Structured interviews

Most hiring teams we’ve met allow interviewers to conduct interviews however they want. This “improvisational” approach is easy and feels natural, but unfortunately is not repeatable, not sufficiently measurable, and does not contribute to an organized interview process. Instead, we advocate the use of structured interviews, where questions are selected in advance, and interviewers are assigned specific questions and skill areas to cover. Executed properly, structured interviews allow you to get a consistent interview result using any qualified interviewer.

Here’s how it works in practice. First, the skills and characteristics new employees will need to be successful are identified. Next, interview questions that do a good job of exposing those skills and characteristics are prepared, the interview questions are organized into individual interviews, and interviewer documentation such as question and feedback forms are prepared. Finally, when conducting interviews, interviewers follow the documentation, and grade candidate responses using the prepared materials.

The end result is an interview that is repeatable, highly measurable, and easy to conduct. For more information on structured interviewing, we recommend Behavioral Interviewing Guide by Tom Turner, and Who by Geoff Smart and Randy Street.

 

2. Interviewer Selection

Without a process, it’s common for recruiters to select interviewers based on their calendar availability as opposed to their skill in conducting interviews. Even worse, recruiters are prone to selecting “easy” interviewers to help them fill a position as quickly as possible.

To avoid these problems and ensure your interview process is scientific, we suggest using a tool to track and assign interviewing activity. An easy option is to just keep a spreadsheet with each interviewers’ skill set (or tag the person’s skill set within your recruiting software) and how many interviews they perform over time. When scheduling an interview, simply refer to the spreadsheet to match interviewers and interviews according to skill set, and use the interview history information to make sure the team is being rotated effectively (regardless of calendar availability).

The goal is to easily track interviewer skills and workload, select appropriate interviewers when scheduling interviews, and ensure that interviewers are rotated properly.

 

3. Data Analysis

Once a process is in place for using structured interviews, assigning appropriate interviewers, and tracking results, we can complete the loop by analyzing the data and using the results to refine the hiring process.

We see many companies perform this analysis by looking at how well their common interview questions and interviewers predict the outcome of the hiring decision. While this feels smart, it really just encourages groupthink in your hiring decision making process. It may make your hiring process faster, but it probably won’t make it better.

 

To properly tune your hiring process, we recommend following candidates for at least two years after the hiring decision (both hires and no-hires), and incorporating their long-term performance data into your analysis. This long-term analysis will help you identify which common interview questions and interviewers truly predict great on-the-job performance.

These three behaviors – using structured interviews, effective interviewer selection, and long- term data analysis – form the foundation of an organized interview process, and we encourage forward-thinking recruiting teams to use them for effective hiring.

 

Jonathan Kennell and Sandeep Jain are the co-founders of 212 Labs, which is a New York- based startup focused on improving the hiring process through technology.

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