October 17, 2018
Hiring for the right fit: an inquisitive approach to hiring
In some industries, the hiring process doesn’t seem to change, but with the unemployment rate at a historic low, talent acquisition has reached a breaking point and we need to take a new look at how we are hiring. At our October event, our guest speaker, Philippe Glaude, showed us how to lay new foundations and methodology for hiring the right people, develop unique and profound questions to reveal the true person in each candidate, increase the quality of hiring decisions, and adapt the principles to be a better candidate and ensure every interview actually promotes the full potential each of us can offer.
Opening Remarks and Housekeeping Shannon Quinn, PMCQ President
- We introduced new networking tags to help our members make new acquaintances.
- Membership perks: PMCQ members have access to a 5% discount for the annual PAAB Workshop coming up in November. Don’t miss out!
- The next PMCQ event: Patient Support Programs — trending or transformative? Find out next month!
- Holiday Soirée: Mark December 12th in your calendar if you like delicious food and guaranteed fun.
- Thank you to TANK for doing the creative for this event and Lundbeck for their sponsorship of the event.
Introduction of Keynote Speaker Evelyne Daoust, PMCQ Director
The meeting featured our keynote speaker:
Why should we spend more time on improving hiring skills?
- The reasons we need to spend more time on hiring skills are:
- The staggering cost associated with a bad hire: in the pharma industry, the cost associated with a hire who leaves within 12–18 months is $275,000–$350,000 (source: internal audit)
- The non-monetary cost (i.e. time loss, team morale) of having a disruptive team member.
- According to Harvard Business Review, a company’s perceived value drives customer loyalty, which drives revenue growth.
- Employee productivity drives perceived value.
- Employee productivity and retention come down to leadership and the ability to hire the right people.
4 Critical Aspects for an Effective Process to Hire the Right Person
- Test the person’s behaviour, reactions, ideas and intended solutions in several situations associated with the role for which there is an opening.
- Ask the candidate how he/she has handled certain situations in the past, but note that this alone is not sufficient, as it is easy for the interviewee to have prepared stories in advance; therefore, also ask the interviewee similar questions about what he/she is presently doing or what he/she might do in a hypothetical situation in the future (see “what if…” questions below). Philippe argued that if the answers are too similar, then it suggests the candidate is not evolving, forward-thinking, or has no imagination or ability to innovate.
- Create a unique environment from the usual or classic interview.
- Be unpredictable and don’t ask the same questions as every other company.
- Make the interviewee feel comfortable. Be sincere when you recognize what he or she has done well because it helps the interviewee to relax and open up. But don’t be too nice, because you still need to pose challenging questions.
- Ask similar types of questions to examine whether the interviewee’s answers are consistent.
- When you see inconsistencies or something that disturbs you, don’t wait to ask about it again — ask the interviewee to clarify right away.
- Allow the interviewee to ask questions or express their unprompted opinion at any time during the interview process.
- Don’t make the interviewee wait until the end to ask questions — tell him/her to interrupt at any time. It allows you to see traits, such as curiosity and interest, and tells you about the interviewee’s thinking process.
7 Keys for a Better Methodology
Note: If a candidate does not demonstrate congruent values, traits or synergy — even if skills or accountabilities are outstanding — the process should not continue.
Medium priority, trainable keys:
- Congruence between company and candidate.
- Look for honesty, integrity, engagement, determination, and ability to listen, as well as any other values that are important.
- Role perception: Traits
- Traits are expressions of values (e.g. if the value is honesty, then the trait is acting in a way to always do what is right for other people).
- Role perception: Synergy with the rest of the team, management, company, customer
- Customer values: Adaptability
- Skills related to the role can be learned.
5 Types of Effective Questions to Make You a Better Interviewer
- Actual situation
- What can you tell me about the role you had in your previous job?
- How do you feel about the current reality in our market?
- What are your opinions on the value of a team approach?
- Please explain how you handled situation X in your previous/current role.
- Preferred situation
- What would you have rather done or preferred to accomplish in that job?
- How would you ideally be able to work on this type of project?
- What options would you like to have in your role?
- How would you modify your approach if the same situation presents itself tomorrow?
- Reason Value
- How important is it for you (us) to find other approaches in this specific situation?
- What is the urgency in approaching the problem differently?
- How critical is it for you (us) to have other options in this case?
- Why do you feel that nothing should change in this case?
- How & Why
- Why is this other approach so important for you in this specific situation?
- How do you think you can approach things differently in this case?
- Why will these other options be so valuable for you (for us)?
- What If…
- What are the consequences of not changing the current approach in this specific situation?
- What are the risks if you (we) cannot approach this situation differently?
- What will you do if you are not able to secure a promotion at this time?
- What are the negative effects of not having other options in this case?
Note: Remember to clarify and verify when you are not satisfied with an answer.
- What do you mean by…?
- Please give us more details on…
- You said earlier that… Why are you leaning toward the opposite with this aspect?
- What makes you say this?
- I am not sure I understand.
What about me? Considerations to Promote You Own Full Potential in Your Next Interview
Note: Promote your full potential by being yourself as much as possible.
- What is most important for me in a team/company?
- Am I able to clearly verbalize my opinions? Should I share them?
- Am I willing to tell the whole truth and nothing but the truth?
- Which of my behaviours are the best contributors to success?
- What are all the possible stories that will tell my tale?
- What are the advantages associated to my work ethics?
- Note: It is important to ask the interviewer tough questions yourself in order to show your independence and not come across as desperate for the job.
- How much can I tell the interviewer about his/her own company?
- What have I done recently to adapt to situations and people?
- What is it that makes me an optimal fit with the new team or company?
- What will my new employer/manager need to do to adapt to me?
Questions and Closing Remarks
- Are psychometric tests useful? Some are better than others. Atman does a good one, but you still need to be good at interviewing, regardless of available tests.
- How long should an interview be? It should take an hour for the first interview, unless you can tell right away that it isn’t a good fit.
Interview skills are an art. They need practice!
Please feel free to reach out to Philippe Glaude if you need any tools.
Freelance Medical Writer
Cell: (514) 605-5109