“Interviewing and hiring is a much more complex task than it may seem,” writes Zakas. The cost of hiring the wrong person, he notes, is quite high, but in the interest of any company to find a suitable candidate as soon as possible. Often this leads to the fact that the position a person holds, which is not matched. Zakas considers that the damage sustained by such person, may be much more than the price of the part and therefore prefers to look for the right person as long as necessary. To find the right candidate, Sakas asks all applicants the same question.
It may be worded differently, but the essence, the architect says, is always the same. Suppose you could choose your dream job and get to it Monday. In perfect company, the perfect position with a great salary. All you need to do is to tell the company that you want to hold this position. What is this job gonna be?.
The question, says Sakas, looks simple, but hides a few important details that help to learn more about the interlocutor. The phrase “starting Monday” puts the interviewee in a certain temporal context. We are not talking about the work of his distant dreams, or work, which actually does not exist — it is about the position that he can take on the following Monday — and to perform their duties effectively. Mention of the fact that such work implies an ideal employer, post and salary, Nicholas Zakas eliminates the potential for the discussion of these three aspects. “I dont want the applicant fawned in front of me, saying that the company I work for is perfect.
I dont want to know what salary he wants, because these decisions not me and my employer. And I dont want to fall into a discussion about the title of the post is absolutely meaningless,” he says. It is assumed that the answer to this question will not be one or two words. The applicant begins to talk and the interviewer will be able to trace the course of his thoughts and figure out what motivates this man. The main thing is to guide the candidate in the right direction by asking him certain questions.
If the candidate stunned by the possibilities and can not decide, feels that he is stuck and does not know in which direction to move, the interviewer can help by asking leading questions. Nicolas Zakas usually asks the following: These questions, says Sakas will help narrow down the candidate set of potential options — and he will be able to continue the discourse. “The first thing Im trying to find out whether the described “dream job” qualifications of a potential employee. If 22-year-old developer tells me that would like to take up the post of Director General of Google, I will clarify, whether he understood my question and really ready to get this job on Monday,” says the chief architect of the Box.
If he says Yes, I will, of course, still some time talking with him about how he managed the company — but my thoughts go to the next candidate. It is important to understand writes Sakes what the obligations actually would like to do to the man if he liked to lead a team, or he prefers the linear position of the employee. If the applicant is a place that doesnt fit him, only because the interviewer was unable to find out at the interview, the employee will be unhappy. “The unhappy employees create problems.”. To find out whether a person is a leader or a follower, not as easy as to know whether he wants to be a Manager or line officer, says Sakas, — direct questions honest answer, as a rule, will not achieve.
The architect offers to listen to that says the applicant, and draw the appropriate conclusions. Signals that the interviewer is the leader, can serve the following phrases: The goal, says the architect, is to match the correct candidate role on the team. If this is not done, the consequences can be devastating — both for the applicant and for the company. At some point an interview with Nicolas Zakas to ask the applicant a question about how he would want to spend their time at work.
Would like it equally to code and manage the work of other employees. Maybe he wanted to take 70% of the coding, and only 30% on the solution of managerial problems. Or he likes to have control, and for programming I would like to leave no more than 10% of the time. All this, says Sakas, it is important to understand another interview. At the end of the interview Nicolas Zakas usually tries to summarize everything said by the applicant:
Then he says that the company can offer the candidate compares the position with the desired allocates similar and dissimilar points, and ends in one of three issues: Typically, the applicant understands that all questions on the interview were asked for a reason, and to understand what the applicant. And even if it turns out that the position they are not suitable, candidates mostly thank Sacasa because he helped them narrow down the search.