Once you have a shortlist of candidates, time spent preparing for the interview stage is essential.
You will have a job description, candidate profile and will have identified the type of person you need to fill your role. The interview is an opportunity to talk through the applicant’s CV, career and work experience. It is also a time to explore the candidate’s motivations and enthusiasm for your role. In addition, it is important to extract all pertinent information and to assess whether you think the candidate is a good cultural fit. Interviews provide a short, finite period of time to assess the candidate’s suitability and there will also be a need to assess technical capability, questions outside the scope of this blog.
The first five minutes of the meeting can be spent confirming the interviewee’s details and his or her availability, restrictions on mobility, notice period/likely start date etc. A good recruitment consultant will have already covered this, especially if it is a retained assignment, but it is an opportunity to double check and put the candidates at ease.
General questions to assess a candidate’s suitability
The following generic questions should give you some valuable insight intoas to each management consultancy candidate’s level of appropriate skills and experience. Also, whether they have the emotional intelligence you seek so that a sensible and justifiable decision can be made regarding your hire.
1. Give me a quick walk through your CV / tell me about yourself.
Although this seems like a soft question, it can be very revealing. It is designed to see how well the candidate can stick to the point. Many senior appointments require the ability to summarise key issues for time-short board-level executives, so this question is helpful in more than one way.
2. What do you know about our company and why do you want to work here?
This question will show how much preparation the candidate has carried out and therefore their interest in your company and the role. A particularly well-prepared applicant will know who your competitors are and your position in the market.
3. What skills and relevant experience can you bring to the role?
A self-explanatory question. A strong candidate will demonstrate that they have referred back to the job description and identified and considered the skills and experiences you will value when preparing their answers.
4. Can you tell me about your current job and why you have taken the decision to leave?
Be prepared to dig under the vague “been there a while: time to move on” answer. Note that when candidates answer this they may identify issues which cannot be addressed by moving to your company.
5. In your recent role, was there a time when you had to overcome a significant challenge?
Ideally candidates should consider the STAR (Situation/Task/Action /Result) method in their answer. This strategy ensures this type of competency-based question is answered comprehensively.
6. What is your ideal work environment?
This is an important question and may highlight any mismatch in working style or a lack of cultural fit.
7. Where do you see yourself professionally in five years’ time?
A question about the future is an opportunity for the candidate to show they have drive and clear career aspirations, which would be a real asset to your company. This is particularly crucialif they have identified career advancement within the company. It will also allow you to assess whether their career objectives are realistic and if their ambitions align with yours.
8. What would you look to accomplish in the first 30/60/90 days in the role?
This question requires some preparation on the part of the candidate. They have an opportunity to show they understand something of the ethos and direction of your company. You would expect them to have considered the job specification and thought about how they could make a contribution quickly. It would also show whether they understand the management consultancy role in detail.
9. How do you manage your time to handle tight deadlines?
Asking about scenarios that may involve additional pressure gives an insight into how the candidate handles stress or a heavy workload. It also gives them an opportunity to show their ability to prioritise and multitask.
It is widely recognised that having greater emotional intelligence can lead to improved collaboration among employees and as a result, a more harmonious workplaceTherefore, in order to identify positive attributes or qualities you look for in your team, you need to consider a candidate’s emotional intelligence as part of the interview process.
Employees with high emotional intelligence are more likely to be successful. In the main, they will excel in social interactions. They have a greater level of empathy, better understanding of the motivations of others and higher self-awareness than their emotionally less intelligent peers. Generally employees with emotional intelligence are adept at working with others: they are flexible, responsive and react appropriately to the emotions of other people.
In an interview situation, identifying emotional intelligence does not entirely come down to instinct.
Questions which can yield insight:
- What accomplishment are you most proud of? It is important for candidates to recognise that they are competing with others for the role and seek opportunities to tell you about what sets them apart from other people under consideration. A good candidate is prepared and comfortable talking about their achievements. Their answers will reveal whether they are people-orientated.
- Tell me about a time when you’ve handled a difficult situation or conflict at work. Candidates can use this question to show their analytical ability and problem-solving skills as well as their people skills. They should be prepared for this behaviour-style question and be ready to give comprehensive answers.
- What is your biggest weakness? What critical feedback do you receive most often? Asking this question should show their level of self-awareness and allows the candidate to demonstrate how they tackle problem-solving with themselves. They should be able to show a genuine piece of formative feedback that they have received or a weakness they have identified. Based on this, they should then give a brief account of how they are working to overcome that particular challenge.
- Tell me one significant thing about you that isn’t mentioned on your CV or LinkedIn profile that we haven’t discussed. This style of question can open up a real conversation, which may give considerable insight as to a person’s motivations and character.
Inviting questions from the candidate
The interviewee’s response to this question can be revealing: having no questions looks odd and having questions which could have been answered by some preparatory research is disappointing. Ideally, a candidate should have a couple of questions and have the sensitivity to be brief so the meeting does not overrun.
The key to an effective interview process is preparation. Deciding in advance the key requirements for success in the role will allow you to determine the questions to ask each of the candidates. Although you don’t want interviewees to give textbook answers, it is helpful to consider the answers you would expect from a strong candidate.
As well as making notes during the interview, it is essential to spend a few moments summarising your thoughts immediately afterwards. Even if this is a quick a yes/no/maybe with areas for future exploration. If you have a busy day, perhaps meeting other candidates, you will have forgotten by the evening!
If you would like to discuss how Prism could help you to find and secure your ideal candidate please contact Chris Sale, Managing Director, Prism Executive Recruitment on 0203 143 5926 or [email protected].