Modernizing the Interview Process for Executives: A Guide for Interviewers
Author: André L. Belleville
Introduction:
The landscape of executive recruitment is undergoing a paradigm shift. Traditional assessment-focused interviews are becoming obsolete, replaced by a more dynamic, dialogue-centered approach that dives deep into a candidate's character and potential. Drawing on my experience in executive headhunting, this article aims to guide interviewers in enterprises through the nuances of this evolving practice. It offers insights into common pitfalls and provides a collection of impactful questions designed to align a candidate's aspirations with organizational objectives. Adaptation to this modern methodology is not merely an option; it is imperative for securing transformative talent for your company.
The Ultimate Question
The end goal of an interview is to ascertain whether the candidate will be an asset to your organization. The quintessential question is: "Do I/we see this person within our team to elevate our game and maximize organizational efficacy?"
The Human Element
The first interview is about evaluating the human being sitting across from you. Skills and technology expertise, although essential, have already been evaluated during the screening process. The focus should be on character, mutual respect, and compatibility. Remember that you're building a partnership, not merely filling a role.
What are common Pitfalls to be aware of?
Pitfall #1: Defining the Role Clearly
The interviewing team must have a unified vision of what they're looking for. The profile should not just be a clone of the predecessor. It’s crucial to articulate what qualities and skills are vital for the role, as well as the company's strategic goals. All involved parties must agree on this from the beginning.
Pitfall #2: The Candidate as an Interviewer
When candidates are sourced through executive search firms, remember they aren't 'applying' for a job; they’re considering an 'opportunity.' The interview should be a two-way street. Have your company pitch ready. Be sure to have a positive approach not overselleing but also not underselling your company and the opportunity for the potential new hire.
Pitfall #3: Chasing the “Perfect Candidate”
Hiring the 'perfect fit' is a myth. Every candidate will require some level of compromise. Candidates coming from different angles—whether junior, senior, or those looking for a lateral move—each offer unique advantages and growth potential. Your questions should aim to identify these attributes. There is no “perfect” candidate.
Pitfall #4: The Importance of Benchmarking
My clients often gravitate toward a candidate after the first interview. While it's possible that 'the one' may be identified early on, it’s generally an exception. Keep an open mind, and don't eliminate potential candidates prematurely. An exhaustive pipeline gives you a broader selection and ultimately, a better match.
Pitfall #5: Overemphasis on Cultural Fit
While a candidate's alignment with your company culture is crucial, overemphasis on this can lead to a homogeneous team lacking in diversity of thought and experience.
What are possible Questions can you ask?
Again, the pivotal question you seek to answer is: "Can this candidate significantly contribute to our organizational objectives?" With an understanding of the pitfalls outlined above, the first interview should primarily be an evaluation of the candidate's human elements—character, mutual respect, and compatibility.
Please note: There are no one-size-fits-all questions I can outline here. The following are examples to give you an idea.
|
# |
Question |
Importance |
Expected Answer |
|
1 |
Can you describe a situation where you had to pivot your organization’s strategy? How did you manage it? |
Tests strategic agility and leadership skills |
Look for concrete examples of decision-making, execution, and outcome |
|
2 |
What are your strategies for fostering diversity, equity, and inclusion in the workplace? |
Evaluates social awareness and commitment to an inclusive culture |
Expect specific initiatives or policies that the candidate has championed |
|
3 |
How do you keep up to date with industry advancements and integrate them into your leadership style? |
Assesses commitment to continual learning and adaptability and staying relevant as a role model |
Candidates should mention trusted sources of information and real-life applications |
|
4 |
Describe how you have handled a high-stakes crisis. What was the outcome? |
Tests resilience, quick-thinking, and leadership under pressure |
A structured account of the crisis, actions taken, and lessons learned |
|
5 |
What metrics do you focus on? How do you evaluate success for you and your team? |
Gauges understanding of performance metrics and goal-setting |
Look for an alignment of metrics with business objectives and strategies for achieving them, but most importantly examine for signs that this candidate understands that he will be leading humans and not scorecards |
Summary
Modern interviews are not a monologue but a dynamic dialogue. They serve as a platform to align the candidates' aspirations with organizational goals. Outdated questions like, “Tell me about yourself?” are no longer effective. The new-age interview should blend strategic and interpersonal queries that offer deep insights into a candidate’s suitability and leadership capabilities. Failure to adapt to these modern interviewing techniques could mean missing out on a candidate who could be transformative for your organization. By integrating your authentic top 5 questions, you not only modernize your interview process but also better position your organization for future success.
Remember, in the world of executive recruitment, you're not just filling a role; you're strategically positioning your organization for the future.
