Some interviewers only use hypothetical rather than fact-based interview questions. Why do fact-based job interview questions matter and when do hypothetical questions make sense?

Objective Evaluation of Real Examples: Fact-based interview questions focus on past candidates’ examples that are relevant for the vacant position rather than relying on speculative answers which candidates can make up. Thus, 3 points are to be addressed:

1.      What was the concrete objective of a project? (i.e. %-change vs py)

2.      What has the candidate done? (he himself)

3.      Which KPI results were achieved? (in comparison to the objective)

Predictive Validity: Past behavior is a strong predictor of future behavior. By asking fact-based questions about past successes, interviewers gain insights into how candidates are likely to perform in similar situations in the future.

Structured Interviews: When candidates are interviewed separately by multiple interviewers, comparability is achieved by a structured interview process. Fact-based interview questions ensure a structured interview process. Thus, being evaluated based on consistent criteria reduces the potential bias in the hiring decision.

When Hypothetical Interview Questions Do Make Sense:

Case Study Questions which are typical for the interviewed role, i.e. an annual employee appraisal, a change of priorities/timings, or an unplanned production stop. Thus, a case study provides insights on candidates creative & innovative thinking and their ability to tackle issues that are relevant for the role.

Future Orientation questions on how a candidate would conduct his first 100 days on the job. This allows interviewers to gauge candidates’ vision, goals, and aspirations within the context of the role and the organization.

In conclusion, fact-based questions that focus on candidates’ past experiences and achievements are key for a successful job interview while hypothetical questions like a case study or a plan for the first 100 days are a good addition.

AKlein-Consult: Great Roles in FMCG 🛒, LifeScience 🧪and Asia 🌏

Candidate ghosting in recruitment refers to the abrupt and unexplained cessation of communication between a candidate and a recruiter. This can occur at any stage of the hiring process, from initial contact to post-interview follow-ups. Ghosting can be no response to emails, neglecting scheduled calls, or simply disappearing without notice. Candidate ghosting can be significant due to:

Missed Learning Opportunities:

Constructive feedback is invaluable for professional growth. Ghosting denies candidates the opportunity to receive insights into their strengths and weaknesses, hindering their ability to learn and improve for future interviews and career endeavors.

Reduced Job Market Visibility impacting the Overall Career Path:

Ghosting can contribute to a candidate’s invisibility in the job market. Recruiters recall a candidate’s reputation for ghosting and are thus inclined not to contact the candidate again for future opportunities. This will limit opportunities, making it challenging for individuals to secure positions aligned with their skills and aspirations.

In summary, candidate ghosting is more than a mere inconvenience; it’s a practice with profound consequences for job seekers. Professional recruiters play a crucial role in mitigating these effects by fostering a culture of open communication, providing constructive feedback, and treating candidates with the respect they deserve. A commitment to transparency not only benefits the candidates in the short term but also contributes to a healthier and more ethical recruitment ecosystem in the long run.

AKlein-Consult: Great Roles in FMCG 🛒, LifeScience 🧪and Asia 🌏.

Have you experienced that asking large HR Consulting firms to do FMCG searches can be disappointing in terms of candidate quality & search duration?

This is because a major part of the work is done by Junior Consultants without own FMCG experience. They are not at eye-level with potential Senior FMCG candidates and thus, cannot provide a professional response to candidate’s questions.

I do know the FMCG industry inside-out. This comes from my own international management expertise within top-notch FMCG firms like P&G and Coca-Cola. Thus, I ensure FMCG consulting services at eye-level. And being the only point-of-contact towards candidates, I do not delegate work to researchers/call centers.

Therefore, both candidates and clients appreciate my HR consulting services at eye-level.

Great Roles in FMCG 🛒, LifeScience 🧪and Asia 🌏

When candidate interviews are conducted by multiple interviewers from different hierarchy levels, it can be challenging to have an unbiased interview panel meeting. Specifically, when senior participants share their opinion upfront and more junior participants/subordinates do not express a different point of view.

This is how paper clips will eliminate bias in an interview panel meeting:

• First of all, it is important that none of the meeting participants shares their view upfront. Instead, the meeting starts with the distribution of 3 paper clips for each participant.

• All meeting participants put their paper clip ‘vote’ on the table AT THE SAME TIME. They can choose between 3 clips (the perfect candidate), 2 clips (a pretty good candidate), 1 clip (big doubts) and 0 clips (no way).

• When all paper clips are on the table, the discussion & decision is short with similar votes. Having voted differently, participants share their rationale so that the panel can come to a joint decision.

Just try the paper clip method and you’ll be convinced by the results!

AKlein-Consult: Great Roles in FMCG 🛒, LifeScience 🧪and Asia 🌏.

Many interviewers only use hypothetical interview questions rather than fact-based interview questions.

What are the advantages of fact-based job interview questions and when do hypothetical questions make sense?

Objective Evaluation of Real-world Scenarios: Fact-based interview questions focus on past candidates’ examples. This assesses candidates’ skills, qualifications, and behaviors rather than relying on speculative answers which candidates can make up. However, focus needs to be on factors that are relevant for the vacant position, i.e. leadership skills, analytical thinking, decision-making, handling multiple priorities, etc. Thus, 3 points are to be addressed:

1. What was the concrete objective of a project? (i.e. %-change vs py)
2. What has the candidate done? (he himself)
3. Which KPI results were achieved? (in comparison to the objective)

Predictive Validity: Past behavior is a strong predictor of future behavior. By asking fact-based questions about past successful experiences, interviewers gain insights into how candidates are likely to perform in similar situations in the future.

Structured Interviews: When candidates are interviewed separately by multiple interviewers, comparability is achieved by a structured interview process. Fact-based interview questions ensure a structured interview process. Thus, being evaluated based on consistent criteria reduces the potential bias in the hiring decision.

When Hypothetical Interview Questions Do Make Sense:

1. Case Study Questions which are typical for the interviewed role, i.e. an annual employee appraisal, a change of priorities/timings, an unplanned production stop, etc. Candidates need sufficient background of the situation and the task, specifically when they lack industry experience. Thus, a case study provides insights on candidates creative & innovative thinking and their ability to tackle issues that are relevant for the role.
2. Future Orientation questions on how a candidate would conduct his first 100 days on the job. This allows interviewers to gauge candidates’ vision, goals, and aspirations within the context of the role and the organization.

Downsides of Hypothetical Interview Questions When Used Wrongly:

1. Lack of Real-World Context: Hypothetical scenarios may not accurately reflect the realities of the job, present exaggerated/extreme situations or might require industry knowledge. Thus, candidates may struggle to provide relevant responses to situations they have not encountered in their professional experience or they are not familiar with due to missing industry expertise.
2. Potential for Bias: Hypothetical questions can be subjective and open to interpretation, leading to inconsistent evaluation criteria and potential biases in the interviewer’s assessment of candidates’ responses.

In conclusion, fact-based questions that focus on candidates’ past experiences and achievements are key for a successful job interview while hypothetical questions like a case study or a plan for the first 100 days are a good addition.

AKlein-Consult: Great Roles in FMCG 🛒, LifeScience 🧪and Asia 🌏

When candidate interviews are conducted by multiple interviewers from different hierarchy levels, it can be challenging to have an unbiased interview panel meeting. Specifically, when senior participants share their opinion upfront and more junior participants/subordinates do not express a different point of view.

This is how paper clips will eliminate bias in an interview panel meeting:

• First of all, it is important that none of the meeting participants shares their view upfront. Instead, the meeting starts with the distribution of 3 paper clips for each participant.

• All meeting participants put their paper clip ‘vote’ on the table AT THE SAME TIME. They can choose between 3 clips (the perfect candidate), 2 clips (a pretty good candidate), 1 clip (big doubts) and 0 clips (no way).

• When all paper clips are on the table, the discussion & decision is short with similar votes. Having voted differently, participants share their rationale so that the panel can come to a joint decision.

Just try the paper clip method and you’ll be convinced by the results!

AKlein-Consult: Great Roles in FMCG 🛒, LifeScience 🧪and Asia 🌏

• Dress accordingly: You recall how your interview partners were dressed. Dress accordingly to ensure that your outfit is appropriate for your new job. You’d rather be a bit too dressy than too casual.
• Be there in time: Map out the best route to your new workplace in advance. However long your commute will take you, leave at least 10 minutes early on your 1^st real day of work.
• Be open for anything: Before your first day of work, think about what you want to know about your new job and company. Your new company might have an orientation plan ready for the first days/weeks with meetings of important bosses, peers and subordinates. You also might receive lots of orientation materials for you to go through.
• Elevator Pitch: Be ready to give a 30-second summary of who you are and your previous role. Be prepared to describe what you’ll be doing in your new role, since there may be peers who are not familiar with your role or simply want to start a conversation with you.
• Ask a lot of questions and listen carefully: Prepare ahead by writing down questions about your new role and don’t be afraid to ask. No one expects you to know everything about the organization on day 1. Listen and observe! No need to have a strong opinion or to come up with recommendations on day 1. Avoid saying “in my previous company we used to do it like this…”. To be 100% present at work, put your mobile phone on silent.
• Be available to your boss: You can easily get caught up with HR, other managers or peers on your 1^st day. Make sure you’re accessible to your new boss despite potential distractions. This is your chance to hear about the big picture, goals and top priorities from your boss and senior management. And be prepared to take lots of notes.
• Be friendly, talk to as many people as possible and remember names: You’ll meet lots of people at your 1^st day of work. When you are introduced to someone, write down name and function. Being friendly is a great start to make a good 1^st impression at a new job. Ask questions and smile to show your peers that you’re excited to meet them.
• Go for a joint lunch: Most probably, your boss and/or peers will invite you to go to lunch. It’s a great opportunity to talk in a more casual setting, learn more about the people you are eating with, and potentially get some additional insights. Ask lots of questions.
• Find out who you’ll be working with the most: As you meet people, try to identify who will be a key part of your job and who may be less involved in your work. Then, make an extra effort to get to know the former. Ask questions to exactly understand what they do and how they connect with you.

AKlein-Consult: Great Roles in FMCG 🛒, LifeScience 🧪and Asia 🌏

• Provide a detailed job profile (tasks, reporting line, direct reports, travel needs, salary, max 3-4 mandatory criteria, reason for search)
• Avoid to change the key criteria during the search
• Provide feedback to the consultant re. presented candidates within 48h
• Share with consultant why a profile was selected and why not
• Let the consultant coordinate the personal/Skype interviews
• Provide the consultant with a detailed interview feedback within 48h; share why the outcome was positive or negative
• Get a contract to the selected candidate 48h after the final interview

AKlein-Consult: Great Roles in FMCG 🛒, LifeScience 🧪and Asia 🌏

Did you ever ask yourself why you are barely contacted or contacted for irrelevant vacancies by HR Consultants in LinkedIn or XING?

Well, that’s ofetn because your profile is not meaningful enough. Try to be as specific as possible. Show your academic degrees and all your professional steps with timings in month/year, your title and an information re. people responsibility.

Do also differentiate between internships and regular jobs. And share your language skills, the level of language perfection and if you’re open to relocate for a new job.

You’ll be surprised to see quantity & quality of job offers from HR consultants increase.

AKlein-Consult: Great Roles in FMCG 🛒, LifeScience 🧪and Asia 🌏