A
founding figure of venture capital, George Doriot,
was fond of saying that it is always better to back an A-team with a B-plan
than an A-plan with a B-team. It is for this same reason that we say, if you
are doing your job right and attracting the best talent, then it is the
entrepreneur who will be choosing you as opposed to you who is choosing the
entrepreneur.
This
should be the case in job interviews as well. Too often, I feel, employers
forget that they want or need the candidate as much as the candidate needs
them. Perhaps out of arrogance or perceived power, most interview time is spent
asking questions about the candidate with only the last couple of minutes for
what feels like an obligatory “do you have any questions for me about us?” You
only need to survey a handful of recent job candidates or sit in on a few job
interviews to observe that there is usually too little interactive dialogue,
and too much one-way questioning of the interviewee: Why are your skills
right for this position? Tell us more about your last job? How are you going to
add value? What is your work ethic? Tell us three adjectives that would
describe your attitude? What about your weaknesses? All these questions are
a variant of Why should you matter to us? They all generally fit into the
“skill” and “will” buckets.
Yet
if you want the best talent, then almost by definition you should want talent
that has choices. Your mindset therefore needs to be that of both job evaluator
and talent scout. As with venture capitalists and entrepreneurs, it is the
talent that is the ultimate customer, not the employer. Top talent will always
have the balance of power over the employer, not the other way around. This has
big implications for that typical barrage of evaluator-type questions. Start by
reflecting on how often you have asked the most practical and important of all
job interview questions: If you were given this opportunity, would you take
it?
We
neglect asking this most practical of questions because we are so focused on
the “skill” and “will” categories to determine if a candidate is desirable. But
a careful pre-review of a resume and the first 15 to 20 minutes of an interview
is usually plenty of time to get validation of a candidate’s skill set and will
capabilities. Therefore, good interview design should incorporate more humility
— taking on more aspects of a mutual dating session than a backroom
interrogation. Ask yourself the next time you or your colleagues complete an
interview if you have gained a sense of the likelihood of whether the candidate
would join your firm. If you have no idea — which is the answer I have heard
too often — then you have failed to take full advantage of the interview time.
Understanding or at least having a sense post-interview whether the candidate —
the customer — really wants this job or if he or she is just “shopping” should
be a goal of any good interview and evaluation process.
I
have encouraged colleagues to probe deeper during pitches from entrepreneurs or
in job interviews of prospective candidates into the critical and practical
question of whether or not the candidate wants us. To help do that, there are
several related and similarly practical questions: Where do you want to
eventually live and settle? Where else are you looking and why do we stand out
in your set of choices? Are there any reasons why you would not take this job
if it were offered? All of these questions are pragmatic because they focus
on the probability of yield.
Having
a sense of the yield probability of a candidate, his or her motivations for
interviewing, and the possible obstacles to accepting the job should be among
the most important interview goals. They more effectively channel your time and
energy with the candidate.
The
next time you are interviewing a candidate, remember that she is the customer —
and that the balance of power is not necessarily with you just because you are
offering a job. If you don’t think like that, you might waste a lot of time and
be disappointed making offers that people don’t accept. Or worse, you might
experience adverse selection, and end up with people below the potential you
could have gotten. As soon as you have the sense that you have a qualified
candidate, start balancing your interview mode with sell mode. Explain why you
and your firm make sense for the candidate, why you are a natural choice. Then
ask the most important question — would they choose you?