I have been a complainer about how firms interview for fit. Let me summarize it for you. When most firms interview for fit, they are using completely subjective criteria that can introduce bias into their decision-making.
For example, "I don't like them."
"I don't know."
Well, what does that really do?
I'm a big believer that you interview for qualifications. From there, given that you're not using any objective measures to evaluate your own people or using any objective measures to evaluate this person, instead of going for, "got," you evaluate for qualifications. In addition, if you're having someone interview for you, give them information about what you want them to cover in the interview, how you want them to do it, and debrief them by asking, "Did you find that they were qualified?" That's it.
If the answer by saying, "I don't know," probe.
"They gave me an answer that… I don't know?" Then, you have to go into greater detail interview them again. It's not enough to deal with soft factors , because that is where a person's biases can show up.
"I don't like them," can mean, "I don't like working with strong women," or, "I don't like working with foreigners," . . . Any number of biases can show up in the equation that you have to get out of the process. However, I am a big believer in interviewing for core values.
I had a wonderful conversation with an old client recently who was doing a presentation for his firm. We were talking about my opinion of fit in the assessment process and he told me that his firm has very strong core values that they really believe in. That's fine. Core values to me, where a person signals in the course of answering the question that they don't match up with core values . . That's a valid criteria.
For example, this firm has a core value around teamwork. When you interview someone who is all "me" oriented, rather than simply reject them, you have to go investigate what it was because it could have been them who really was the impetus for change!
I would offer you a different model using an acronym that Lance Secretan has developed. Lance is a coach who developed this model called The Castle Principles (TM). It is a wonderful model for evaluating people. Let me walk you through it.
The "C" in Castle is courage. Tell me about a time in your past . When you had to face the headwinds and still stood your ground. This isn't about being oppositional to teamwork but about having strong belief. To me, change often comes from small incremental steps to move forward. Another question you can ask is, "Tell me about a time in your life where you had to make a difficult change. Maybe he was at work. Maybe it was in your personal life."
The "A" is for Authenticity. You getting a sensor person that they are authentic and what they say and believe. Inj an interview, that's a difficult thing to do. After all, you are on good behavior and so are they. You look for ways to break down the barriers between you.
"S" it is for Service. How has this person been in service to others in their life. It could be either inside or outside of their work life. How have they served others?
"T" is for Truthfulness. Tell me about something hard that you had to take on. Tell me about something difficult to take on and you did. Answering this question may involve courage as well.
"L" it is for Love. Tell me about a situation where you "loved up" 1 of the people. By that I mean tell me about something where you should care for 1 of your people, when they were struggling. Maybe you pitched in during a difficult situation with your team.
"E" it is for Effectiveness. You can't be effective without all these things being in place.
No one wants to work for someone who is inauthentic, right? No one wants to work for someone who is only looking out for themselves, or acts like a "drone."
Thing to interview for. I use this model as I have interviewed people; I'm going to encourage you to do the same thing.
Look at this model and come up with your own questions around courage, authenticity, service, truthfulness, love and effectiveness