| In a job interview, the best way to separate the | | | | actually come up against. Even when I came up with |
| men from the boys, the sheep from the goats, is to | | | | a problem myself, and asked how they would sort it |
| ask a candidate what could go wrong with a project. | | | | out, they just looked at me blankly most of the time. |
| If they had only done a course on the subject, they | | | | As there were no other candidates, I took three of |
| wouldn't be able to answer. If they had only used it | | | | them on, but my initial feelings about them were |
| very sparingly then their replies would be very limited. | | | | accurate - they didn't know how to run projects, |
| However, if they had extensive experience of a | | | | although one managed to do very well in other areas. |
| technical area, then they could probably go on at | | | | The other two were a dead loss. |
| length about the possible problems and their solutions. | | | | Therefore, if you are an interviewer, the best way |
| Experience in troubleshooting past technical problems | | | | to find out who will be able to do a job for you |
| can vastly expedite your interview process. | | | | (rather than run a course) is to find out from the |
| As an interviewer I have found greater value in | | | | candidates which problems they have had in the past, |
| asking the candidate what problems they have had | | | | and how they sorted them out. If they don't know |
| when using the particular skill instead of giving them a | | | | this at the interview, then they won't be able to |
| technical test. Too few interviewers actually do this. | | | | solve problems for you when they arise. |
| Turn the Interview Around | | | | If you are an interview candidate, make sure that |
| Why not turn the interview around so that you are | | | | you have prepared a list of what can go wrong and |
| able to bring out your knowledge of a particular | | | | how you would put it right, and go to the interview |
| technical area or skill? | | | | determined that you are going to get it across. |
| Before you go to the interview, think of all the things | | | | Interviews Can Become Quite Pleasant |
| that can go wrong when using the particular skill - | | | | They say that companies only take on people that |
| and what you have done in the past to make them | | | | they like. If you are able to talk to them as an equal |
| right. | | | | (or superior) in a subject that they know and like |
| Go to the interview determined to get this across - | | | | talking about, often the interview becomes quite |
| that you know what can go wrong and you can sort | | | | natural after a while as you talk about common |
| it out. It should be pretty easy at the interview to | | | | problems met and solved. The interview can even |
| be able to bring up the topic, one way or another, of | | | | become quite enjoyable. |
| the problems that you have had and your solutions. | | | | Often you'll know that you've got the job as you |
| You might want to ask them about the main | | | | warm up to each other. You'll leave knowing the job |
| problems that they have had at their site, and then | | | | is in your pocket. |
| discuss the solutions with them. You can then go on | | | | Set the Agenda |
| to state other problems that you have had and what | | | | Interviews are about setting the agenda and |
| you did to correct them. If they haven't come across | | | | showcasing what you know, and hiding what you |
| some of those problems yet, they might be very | | | | don't. They usually also have set times, e.g. one hour. |
| keen to have you for when they do. | | | | If you are able to turn the agenda to what you |
| Even if they have come across the problems, by | | | | know, then you'll often find that they either don't |
| bringing them up you will show that you have a | | | | have the time, or have satisfied themselves that you |
| broad based knowledge of the subject and can sort | | | | know what you are talking about, and won't bother |
| out problems in it. | | | | asking those searching, testing questions that you |
| Bad Previous Experience | | | | would rather avoid. |
| I once did a series of interviews to find a couple of | | | | It's happened to me before. They reached the point |
| project managers. I interviewed quite a few people. | | | | of the interview where they were to ask technical |
| They all did well at the first part of the interview, | | | | questions. They said to me in an embarrassed way, |
| and their resumes seemed great, this is until I started | | | | "You obviously know what you are talking about, so |
| asking them what could go wrong with a project at | | | | there's no need to ask you these", and then closed |
| the various stages of development, i.e. from scoping | | | | the folder of questions. |
| and estimating through analysis, programming and | | | | I was very thankful for that. I started the following |
| testing, to production. | | | | Monday. |
| I was surprised how few problems that they had | | | | |