doing technical phone screens
Related to a previous post on career development, I thought it could be interesting to look at one approach to the technical screen that I have used over the past few years when interviewing candidates.
- for folks with no “real” experience yet, I ask them to rank themselves on a few key technologies on the “Google scale”
- the range is 0..10 where a 0 is no knowledge, 1 is some, 10 is “you wrote the book”, 9 is you could’ve written the book, or you edited/contributed
- on a few occasions, I have had folks ask to change their ranking from their initial [overconfident] statement to one that is much closer to inline with their true experience/comfort/knowledge level – and that’s OK in my book – honesty is alwaysÂ the best policy here
- this verifies their resume
- gets them warmed-up for the rest of the call
- allows the candidate to brag on something
- this goes along with my personal rule of “never put anything on a resume you don’t want to be asked about”
- see how they go about refining the problem statement (if at all)
- gauge estimation skills
- gauge teamwork and delegation aptitude
- in my field in particular, it isÂ impossibleÂ to know every new technology or even (probably) to be truly 100% aware of those that you doÂ use every single day
- this verifies more of their stated (and unstated) job experience, and helps determine at what title/work level they should start
- how much they enjoy travel
- how they handle last-minute demands and “requests” by customers and management
- for example, switching a project from being Solaris-based to Windows-basedÂ partÂ way into implementation because a new CIO has come in, or new licensing is available, etc
- this usually ends-up being very short because the candidate was stressed-out over the interview, and can’t think ofÂ anythingÂ about the company they want to know on the spot
What I try to NEVERÂ ask:
- “trivia” questions – I bet there are C questions even K&R couldn’t answer
- I guaranteeÂ I can ask you a question about your area of expertise you cannot answer…just like I guaranteeÂ you could do the same to me
- since that is the case, trivia questions are pretty pointless, and more of an ego stroke to the asker thanÂ anythingÂ else
- pointless “MindTrap“, lateral-thinking questions
- riddles are fun – but only add to the stress of the interview
- pointless problem-solving and estimation problems
- for example, “how would you move Mt Fuji”, “why are manhole covers round”, or “how many gallons of water flow into New York Harbor from the Hudson River per hour”
- estimation problems are wonderful tools and games to play, but not in an interview
- illegal questions
- sometimes they slip out, but it’s never intentional
I adjust my questioning to fit the situation, timing, and candidate responses – so it’s [somewhat] different every time.
When the interview is done, I write-up my evaluation of the candidate and send it on to the hiring manager. In line with Joel Spolsky‘s “Guerilla Guide to Interviewing“, I make sure to put my firm conclusion of Hire/No-Hire near the top, and again at the bottom – with my reasoning in between.
One thing I have noticed about almost every interview I have ever taken or given is that I end up learning something in the process – and not justÂ about the candidate (or company). It’s important to listenÂ to both howÂ and the candidates responds to questions, andÂ what they say.
So, if you ever get the chance to interview with me, you have an idea of how I’m going to run the show