| > | | | | knows how to appropriately answer it nor do I think |
| There are a couple key questions that should be | | | | the average interviewer knows what they should be |
| asked during every interview that provides invaluable | | | | looking for in the candidate’s response. This is |
| insight into a candidate's suitability. In his book | | | | an essay/take-home question; one that requires an |
| Straight from the Gut, former CEO of General | | | | honest and thorough self-analysis and the |
| Electric, Jack Welch, says that when interviewing | | | | off-the-cuff answer generally does not provide any |
| candidates the most important question you should | | | | insight worth considering during the evaluation |
| ask is: Why did you leave (or why are you | | | | process. |
| considering leaving) your last/most recent | | | | So the one question I always ask when interviewing |
| position? He states that the answer to this | | | | candidates is essentially a hybrid of those two. It |
| question is not only a precursor of future behavior, | | | | does a great job of opening up a targeted dialogue, |
| but also gives you, the hiring manager, valuable insight | | | | one that gives me a broad perspective of the |
| as to candidate's thought process when making | | | | candidate’s accomplishments and expectations |
| important decisions. So if money is the only factor | | | | and helps me draw conclusions about their career |
| luring them away from their current position, chances | | | | path and overall potential. I ask, Can you walk me |
| are they'll leave their new position when a better | | | | through the last 5 years of your career? This |
| offer comes along. I don’t disagree with this | | | | gives you a range of information as opposed to just |
| line of reasoning; I’m fortunate to have | | | | focusing on their last position. For example, it |
| experienced firsthand the inter-workings of a | | | | doesn’t necessarily raise a red flag for me |
| Welch-run organization (he was my boss for four | | | | when I hear someone say they didn’t get |
| years, having cut my teeth with the appliance division | | | | along with their immediate supervisor or that they |
| right out of college). I think GE does a terrific job | | | | disagreed with the overall direction of the company. |
| identifying and developing management talent. An | | | | However, if they didn’t get along with the last |
| important part of their corporate culture is to | | | | three supervisors they worked for then we’re |
| promote from within, made easier by the fact that | | | | establishing an alarming pattern. Jobs are not forever |
| they have a massive workforce of people to choose | | | | and for most of us the days of going to work for |
| from. However, with job-hopping becoming more and | | | | one company and staying there rest of our career |
| more prevalent (and professionally acceptable), I | | | | are over with. That being said, I like to establish a |
| don’t feel the answer to that question gives | | | | realistic timeframe for employment longevity in a |
| you enough information about the candidate and his | | | | particular role when conducting a search, both with |
| or her career expectations. When your work for an | | | | my client and the candidates. Typically, it’s in |
| organization the size of GE and switch jobs every | | | | the three to five year range. So the follow-up |
| eighteen months you’re considered ambitious, | | | | question that I ask all viable candidates is, Were |
| but when you switch companies with a high degree | | | | you to accept this position, is this a role you feel you |
| of regularity in order to improve your situation | | | | would enjoy doing every day for the next five |
| you’re viewed as being flaky and indecisive. | | | | years? If you have done your job as a recruiter |
| Having been part of numerous interviewing teams at | | | | (or hiring manager) and provided the candidate with a |
| GE, one of the questions we often asked (straight | | | | thorough overview of the position and its |
| out of the Interviewing 101 Handbook) was What | | | | expectations, then the timeliness of their response |
| do you see yourself doing five years from now? | | | | will tell you everything you need to know about how |
| At the time I didn’t place much weight on the | | | | they view the position’s long-term potential. It |
| candidate’s response (unless it was totally | | | | is particularly insightful when you ask this question in |
| something out of left field) because this question | | | | a face-to-face setting, because it’s typically |
| typically elicited a generic, corporate answer that | | | | not one that candidates are used to hearing. An |
| rarely influenced me one way or another. I’ve | | | | immediate Absolutely! is a good sign. Raised |
| always believed that if you have the ability to bring | | | | eyebrows and a pensive look are not. Keep in mind |
| significant value to an organization then people are | | | | that this is not a qualifying question: it’s a |
| going to recognize it and new opportunities will | | | | dis-qualifying question. An affirmative response does |
| present themselves all the time. So how could you | | | | not carry anywhere near as much weight as a |
| know what you’re going to be doing five | | | | negative one does. Remember, most people are not |
| years from now any more than you know | | | | fired or displaced from their jobs; they leave on their |
| who’s going to be calling you on the phone in | | | | own free will. Odds are your employees are going to |
| the next five minutes? This is not an invalid question; | | | | leave you before you decide it’s time for |
| however, I don’t think the average candidate | | | | them to leave. |