Need interview questions

I’m giving interviews and I need some difficult behavioral interview questions. Stuff beyond typical “what are your weaknesses” questions that everyone has the same stupid Vault.com answers for. I’m talking real Kobiashi Maru-esque no-win scenario questions where the recipient has to think.

Examples so far:

-Give me an example of a time where you failed spectacularly at something.

(Gives insite into how a person deals with adversity, how they push themselves, how they learn from mistakes).
-What is the most common misconception people have of you?

(Tests a persons self-knowledge, how they interact with others)
-Describe a situation where a client or manager has asked you to do something you know to be illegal or unethical but told you that it was critical to continued business or the success of the project.

(Tests a persons ethics and self confidence).

Boy, I hate those questions. Why do you need to ask no-win situation questions in the first place? Is the position one that involves being placed in very uncomfortable positions, being grilled, and having to spin the B.S. on a regular basis? Because if not, these kinds of questions are just going to drive away qualified but quiet/shy/introverted candidates and leave you with candidates who may or may not be as qualified but who know how to think quickly and come up with some nice B.S.

I’d much prefer technical questions that are relevant to actual situations the candidate might find him/herself in if they took the job. “How would you handle a situation where…?” involving something that has actually happened to someone in the position or something that plausibly could happen. Just my two cents and it certainly does depend on the type of position you’re trying to fill.

This isn’t entirely a behavioral question, but I liked it when we used it last year:

What recent technological innovation are you aware of that has the most potential for our office (or industry).

People either hemmed or hawed, or took off and ran with it.

When I was doing interviews to fill a couple of IT positions last year, I came up with a couple of interesting questions:

  1. Describe a workaround that you developed for a technical problem that did not have an outright solution.

  2. Describe a “neat hack” (an innovative solution using nonstandard tools or methods) that you came up with to solve a particular problem.

  3. Describe how non-technical issues influenced the selection of a particular technology in your previous environment, and describe whether you feel that this was a good thing or a bad thing.

The way these questions were answered were as interesting as the answers themselves.

Yeah that’s kind of the idea. I’m not interested in their technical skills. Other folks will test them on that. I’m supposed to see if 1) they will fit in with the other folks here, 2) they have the mental and interpersonal skills to be a consultant. We aren’t looking for software developers who can work in a room all day. Quite often they will have clients asking them difficult questions that they don’t know the answer to.

Well, why don’t you ask them some of those questions?

I would advise against asking those questions. For one, as an applicant, I don’t think I would know how to answer the ‘failed spectacularly’ one. I would wonder if it was a trick question, for one. Another thing, I’ve never failed spectacularly. If I couldn’t do something or was having trouble, I would try to catch that well before the point of failure. I’d seek out a peer or manager for direction rather than just carrying on.

I would rather you phrased the question like “Tell me about a time when a client asked you a question and you didn’t know the answer. How did you handle that situation?” or “Tell me about a time when you were asked to take on a project for which you did not have sufficient expertise, experience, or time to meet the requirements and deadline. How did you handle this situation?”

Yes, it is. And if you gave that answer, the kind of people who ask that kind of question would think you’re lying them… but at the same time most of them like that kind of “lie”. Which you and I know it’s not.

I keep having this argument with the outplacement lady because she wants me to give more of a spin to things than I am willing to. I have explained that I am in Quality Control and that requires enormous amounts of honesty and the ability to see bad things as well as good ones, but she insists that I should paint everything pink. Please God send me some interviews with technical managers and no psychologists!

That said, here’s some questions I got from her:

  • Why did you study X? Why not Y? (where they are similar, and maybe you could have done Y closer to home)

  • Why did you leave each job?
    Answers to this one should be clear but never ever negative. For example, I left a job in the US a long time ago because the company refused to do the paperwork to renew my Visa, but in job interviews the Right Answer is “they wanted me to stay but the conditions offered were inadequate.” It passes, promise.

  • Were you given targets that you needed to meet?

  • Do you see yourself as a leader or a follower? Why?

  • Describe your best/worst professional experience.
    Unless you can give a very short and specific explanation, and since the guy asking this normally won’t know the first thing about the technicalities, it’s often best to describe generic situations, like “I love it when I can get someone to achieve something others had considered impossible for him… for example, become confident with a computer.” For the worst, again avoid anything negative or say something negative but with a positive twist, or something that’s “out” in current business trends and that this company looks like it does consider it out (“there have been some times when I’ve been with very authoritarian bosses, maybe not my own but they were around; I prefer an environment where it is possible for everybody to contribute ideas for improvement”)

  • where do you see yourself in five years?

  • do you prefer large companies, small ones…? why?

  • what do you think makes you a better candidate than others?
    God I hate this one. I’m good at my job… heck, I’m great at my job so long as I’m not expected to kiss the ass of somebody who doesn’t own a brain… but it’s not like you know what the other candidates are like! And I can’t put it in an interview like I just put it here :rolleyes:

  • Best/worst boss/subordinate you’ve had.

  • Tell me about a situation where you had a personal problem with someone. How did you solve it?
    If you’re the kind of person who gives off electricity, don’t say “oh, I never have had a clash with anybody” :smiley: Having the occasional clash is ok, specially if you’re going for the kind of job where a strong personality is to be expected; but you need to be able to calm the situation before it gets nasty.

  • What other kind of positions would you be interested in? Why?
    This one gives insight into his goals, possible career plan, etc.

Because It doesn’t require any thought to say “I don’t know” to a question they could not possibly have an answer to. Basically I want to see how well they think on their feet. I’m also probing for potential personality quirks or attitude problems that might make them a poor hire.

The only “trick” is that the questions force the candidates to think, not just give HR-idiot coached Vault.com responses. Anyone can go on and on about their “accomplisments”.

My reply to your answer might be to probe deeper to find out if you never failed because you stay within your comfort zone.
What I’m trying to do is hire people who will make good consultants. That takes more than just technical aptitude and being a good drinking buddy.

Typically the process goes like this:
-HR screening interview (the “wierdo” interview)
-Technical interview
-Lunch (and we are observing how you interact at lunch - consultants spend a lot of time eating with each other and clients)
-Behavioral Interview
-Technical exam (some simple database and/or coding tests)
-Meet with the practice Director.

I don’t know about the trick questions, they never seem to really show much more than how a person responds to trick questions. On the other hand, your process is pretty much what I went through the last time I was a consultant, with the one difference being that I had to give a technical presentation instead of taking a techie test. I don’t see tests as being useful indicators of technical skill, and have seen them miss too many incompetents.

Try figuring out what qualities you want to see in a good consultant and build questions around that. Maybe something like

When you’re faced with a challenge, do you prefer to be left alone to work through it, or be part of a team?

When asked to solve a problem, would you rather have huge resources but limited time, or limited resources with a long timeline?

If a client told you his company was having a problem with your product, who’s the first person you’d want to talk to about it?

Suppose you’re ready to offer two solutions to a problem. One is a guaranteed 100% effective solution. It requires substantial training. The other solution will work 80-90 percent of the time but can be integrated into the current process immediately and virtually seamlessly. The client asks you for your recommendation. Which one would you choose?

Here’s one:

You’re in a desert, walking along in the sand when all of the sudden you look down and you see a tortoise; it’s crawling toward you. You reach down, you flip the tortoise over on its back. The tortoise lays on its back, its belly baking in the hot sun beating its legs trying to turn itself over but it can’t, not without your help, but you’re not helping. Why is that?

:dubious:

This site has some interesting thoughts on the IT interview process.

I’ve used some of his strategies in the past. Some of the best insight I get into people is when you ask the “impossible question” out of nowhere. Like “How much does the Washington Monument weigh?” or “How many gas stations are there in Los Angeles?” You wouldn’t believe how many people get so flustered by this they crumble. The really smart, quick people know you aren’t asking about how many gas stations there are, but trying to get them to display their critical thinking process and thinking on the fly. By far and away the better people that I have hired (as proven by working with them for awhile after hiring) have always handled this question well and gracefully.

I usually also try to do “The Challenge” portion of the link’s suggestions on candidates I think are good. (For those not reading the link above “The Challenge” question is challenging the candidate on something they’ve said previously in the interview that is absolutely correct, but you say to them that they are wrong.) I’ve never hired anyone that just gave into me and my challenge because “the boss/interviewer” says they are wrong.

For those commenting on the “unfairness” of trick questions, you have to realize that almost no question a good interviewer asks has anything to do with the face-value of the question. Good questions are always structered to get the applicant talking and reveal something deeper about their personality. That is another reason why I don’t ask too many technical questions when I am interviewing developers. I don’t care if you can’t reverse a string in place, you can look that up on Google or any programming book. I’m concerned with an applicant’s basic intelligence. Usually I can determine an applicant’s basic technical qualifications when discussing previous projects, and anything beyond that a smart person can learn as they need to.

Granted, we’re only interviewing students for a summer position, but here are some of our first-interview questions:

  1. What would your current/former supervisor say about you?
  2. What would your friends say about you? Would they be right?
  3. How would you deal with working in close quarters in a fast-paced environment?
  4. Where in life have you had to be detail-oriented? Describe a job or project that you worked on with lots of details.
  5. What would you contribute to this team?
  6. What personality traits do you appreciate in co-workers?
  7. What personality traits rub you wrong in a work environment?
  8. Not having done this job yet, what would you guess your biggest struggle or difficulty with this position will be?
  9. How do you handle conflict?
  10. Give an example of a conflict you had to resolve between yourself and another person or group.
  11. What is your dream job? Please describe the environment as well as the job.
  12. If you had 10 million dollars fall into your lap right now, what would you do with it?

They’re lighter questions than at a full-time, grown-up job interview, but they shed a lot of light on the interviewee. They, along with a group interview, have worked well for us.

Some of my questions:

What would you have done differently in your profession or career so far?(This is slightly different from the “failure” question because I’m not so much looking for a story about something that went wrong. I’m looking to see how much the candidate has evaluated their progress to date and whether they can give an honest assessment of themselves.)

How do you work with a difficult manager? Are there any types of managers you cannot work for? How do you handle it when you feel you’re being excessively micro managed?
(These have a dual purpose: first, I want to make sure they can handle working with some of the tougher folks in our group; secondly: our manager has many good qualities but can be difficult to please and is an extreme micro manager–this is my way of giving them a hint.)

You have an idea for a great new project that will benefit the company. Your boss is on board and supports you. However, you know another department will not like this idea and will block your efforts should you approach them about it ahead of time. Do you approach them before you get too far into the project (“ask for permission”) or do you fill them in only when it’s too late to block you (“beg for forgiveness”)?
(This is something that happens all the time and it’s important that candidates recognize it as a possibility and have a good idea how to handle it.)

How do you give feedback? What do you do when you’re critiquing someone’s work and you sense that they’re starting to get defensive?
(Again, this happens all the time. We work with a lot of copywriters, designers, and others who do great work but react to comments on their work as if you’re telling them their baby is ugly.)

msmith537, I used to work in public accounting and I did some work with our consulting group. I thought your questions sounded sort of consultant-y! For those who don’t know consulting: clients ask all sorts of questions, and they really can put you in a tough spot. You have to think quickly. It’s essential that you keep the client happy, appear smart, maintain their trust, and still get your goals accomplished. Also, you often have to work with guys who suspect (often with good reason) that your recommendations may negatively impact their job. You need someone who can answer the tough (often designed to trip you up) questions.

When answering these questions, you have to remember that there really aren’t “right” answers. It’s more to show how you think and whether you fall apart when you don’t know the answer.

I’d have to say I’ve never had a “spectacular” failure. Sure, I’ve made mistakes (and I’d explain what one was, why it happened, how I corrected it, and what I learned from it), but nothing that can be classified “spectacular.” However, I work in a very conservative industry for an even more conservative company. We just don’t take “spectacular” risks. Also, we have enough controls in place to ensure that no one person can do anything that affects the company enough to make a failure “spectacular.” That way I’d give my best example, but I’d also explain away the fact that it may seem rather weak (I don’t want them to think I’m cherry picking my example).

I’d have to say I’ve never been asked to do anything unethical or illegal. I have been stuck in the middle when my boss and our legal department had a difference of opinion over something like copy in a print ad. It hasn’t been that my boss wanted to do something unethical. It has always been a true difference of opinion. I’d explain how I resolved that. Again, that may seem kind of weak. So I’d add that I’ve worked in an industry where customer trust is extremely important. Even within that industry, my company is well known for being trustworthy and it’s even part of our brand strategy. So we’re extra vigilant about our ethics and keeping on the right side of the law. Hopefully, that would suffice.

Because my father was killed by a tortoise and my sole goal in life is to make them all extinct.

What would you do if you went to take a shower and there was no water?

Some go to the neighbors house, some blame the kids, some call in sick, some fix the toilet.

Instead, give him a technical problem that is known to be unsolvable, but is not obviously so at first glance (i.e., it should require at least several hours to prove that it cannot be done.) Have the interviewer pretend that it is an easy question and that he is missing the obvious. Watch him sweat.

There may be many people who were never put in this situation before. What do you expect them to say? You could ask them what they would do in such a situation, but they could always lie.

Instead, you could make up an excuse to leave the room for a few minutes, “accidentally” knock over some papers with some interview questions and expected responses, and ask him to pick them up as you leave. Have a hidden surveillance camera, and watch what he does with the resumes.

That should be papers.

Break out the Trivial Pursuit Genius edition board. Tell the interviewee that well-rounded knowledge is vital to this position. Tell him to roll the dice to see who goes first.