How Arrogance In An Interview Can Convince Talented Employees Not To Work For You!

Interviewing lessons all managers with a strong ego should read.

I recently attended an interview where I cringed at the behaviour of one of the people on the interviewing panel, they were egotistical arrogant patronising and hedonistic. It was one of the most uncomfortable interview experiences I have ever had. But all experiences are learning lessons and I would like to share this lesson with you.

Normally on one of my panels each of the interviewers have a task to undertake for example a task for one of the panel members may be asked questions to ensure there is a cultural and behavioural fit. All of the questions are constructed and evaluated prior to the interview so there is an interview format to follow.

On this occasion the company accountant wished to sit in on the panel and observe the proceedings. Not long into the interview the accountant wanted to ask some questions and he started with “Deep breath, stay calm”, “I am going to ask you a few questions, you need to be truthful because I will know if you are lying to me”. Personally I believe this to be rude arrogant egotistical and patronising, and if he had said this to me I may well have terminated the interview. It is critical to remember that an interview is a two way street, candidates are also evaluating you and you should be respectful to every candidate.

The accountant continued with questions like “if you hadn’t been trained in this procedure what would you do?” This was the start of a barrage of hypothetical questions that made the candidate start to consider what training the company actually provided.

Very important lesson

Using hypothetical questions to base your decisions upon is very risky. Hypothetical questions give you hypothetical answers, there is absolutely no real evidence here to indicate that what the candidate says they will actually do in the future, it just gives you a warm and fuzzy feeling. For example if the candidate said something that you are looking for like, “in three years time I see myself working for you but in a managerial role”. That’s great, you feel warm and fuzzy but there is a very high chance you have just been had. This type of answer is often said by seasoned employees who are savvy and sophisticated in the art of manipulative conversation.

Try asking hypothetical questions to a politician or a hardened criminal. I am sure they will give you very convincing answers, but will they be honest answers? Probably not! Will they be insightful answers? Probably not1 Here’s the kicker as they say, how many of us believed the current Australian Labor government when they promised to do something about Japan illegally whaling in Australian waters? A fair number I would suggest, and what has actually been done?

How many parole boards around the world have released prisoners who said all the right things and then reoffended a short time later? Hypothetical questions give you hypothetical answers

Back to the accountant

After the barrage of hypothetical questions that were punctuated with “Deep breath, stay calm”, he then proceeded to give the candidate lessons in personal perception. For example “How many people do you think work in this business unit. The candidate didn’t know and their answer then lead to the accountant’s lesson on personal perception. Trying to teach candidates lessons in perception or any other lesson is arrogant, egotistical, grandstanding and showmanship.

When the candidate asked some questions, the accountant responded with answers that were vague and wishy washy. For example “what training will I be given” asked the candidate and  the response was “We give you social, psychological, life skills training” Giving evasive explanations and not fully clarifying and ensuring the candidate understands the answer indicates an interviewer who is totally self absorbed with their own needs..

At this point I wanted to freeze frame the interview, take the accountant to the closest window and drop him. But it was too late this candidate was already disengaged and ready to go.

The general purpose of an interview is

1. To ensure the candidate has fully reflected and understood the position they have applied for

2. To ensure the candidate has the technical skills you require

3. To ensure the candidate has the behavioural skills you require

4. To ensure the candidate has the experience you require

5. To ensure the risks in hiring this individual have been fully examined

6. To ensure they will fit in with your business culture and strive for your vision

The Lessons Are:

Lesson One: Plan your interviews, select your panel wisely and construct a template of questions for panel members to follow or to use to construct useful probing questions. 

Lesson Two: Past behaviour will nine times out of ten predict future behaviour and so the questions should be what DID you do in this situation, not what WOULD you do in this situation.

Lesson Two: The objective of any interview is to find enough evidence (BASED ON THEIR PREVIOUS PERFORMANCE) to predict future performance.

Committed to hiring the right person the first time round and recovering all the costs of the campaign!

David Osborne

www.profitablepersonnel.com