Tough Interview Questions for Executives

Considering how much they have to pay the executive position, hiring managers put great efforts into the interview process to find true talent. That’s why they ask really tough interview questions to learn more about the skills and personality traits that candidates can’t encapsulate on their resume and CVs. the executive hiring process often moves move beyond the resume and interview, but your answers to interview questions will most likely cause the lose or gain of the opportunity.

With that in mind, we collected some of the toughest interview questions from HR managers and recently hired executives and their favorite responses.

What are your long-term goals?

I want people who have a vision and a goal,” says Robert Moon, senior vice president and CIO at LeapFrog Enterprises Inc., a developer of technology-based learning products in Emeryville, Calif. Moon says he can also determine, based on the candidate’s response, whether he can mentor or move the person through the organization to help him reach those goals. My favorite answer is, “I want your job,” Moon says.

Why should I hire you?

It’s the opportunity to see if the individual wants the job,” says Sherry Aaholm, executive vice president of IT at Memphis-based FedEx Corp. “I want to see if they’re passionate and if they’ve done their research into that position.” One interviewee gave a classic wrong answer: “Because you already know me.” A previous relationship won’t get a candidate the job, Aaholm says, nor will such an uninspired answer.

What will you do if you don’t get this job?

Responses to this question show how seriously candidates take their career paths, says Katherine Spencer Lee, executive director at Robert Half Technology, a Menlo Park, Calif.-based IT staffing company. Individuals who are also applying for other jobs or planning to further their qualifications in a specific field demonstrate a commitment to their aspirations. That’s a plus. But those who can’t articulate a plan might just be trying something new on a whim. Moreover, Lee says a candidate’s response tells her how fast she has to move: If someone says he has other interviews, Lee knows she has to act fast.

One of the more interesting responses she has had to this question is, “You can’t afford not to hire me because I’ll go work for your competitor.”

Lee says she has hired candidates who have given that response, but it has to be delivered right. It needs to sound confident, not arrogant.

What book is currently on your nightstand?

It gives me an idea about the type of person they are. Are they readers? Because that means they tend to be learners,” says Brian L. Abeyta, second vice president in the project management office of the IT department at insurance provider Aflac Inc. in Columbus, Ga. Abeyta says he’s not looking for specific reading material, but rather sincere answers. He says he suspects that people who tell him they’re reading a project management methodology book are just trying to impress him. “I’ve had a few people say they don’t have time to read, or they read magazines,” Abeyta says, adding that he puts a premium on getting honest answers.

Tell me about a problem your company had and how you used technology to solve it.

You want to see how they use the knowledge, not just that they have the knowledge,” says Robert Rosen, CIO at the National Institute of Arthritis and Musculoskeletal and Skin Diseases in Bethesda, Md. Rosen says he slightly alters that question for candidates applying for more customer-oriented IT positions, asking, “What business problem were you trying to solve, and how did you bring value to the customer using technology?”

How close are you to the technology, and how important is that to you?

I’ve found that most often, [the answer] I get is what’s important to them as opposed to what they think I want to hear. It’s a broad enough question that people start talking,” says Joel D. Jacobs, acting CIO at The Mitre Corp., a not-for-profit company that provides research and development support to the government.
Brian L. AbeytaJacobs says he usually hires high-level IT workers, not hands-on developers. Yet various positions still require different levels of in-depth technical know-how. This question helps guarantee the right fit between the candidate and the position.

Jacobs says one candidate initially responded with a “deer in the headlights” look and said he hadn’t thought through a question like that. He then explained that he sometimes dug deep down into particular technologies to develop better understandings, although he didn’t want to spend all his time working at that level.

Jacobs says the candidate’s ability to so clearly articulate a response to the surprise question impressed him. Moreover, the candidate’s response was consistent with the open position’s work requirements, another bonus. Jacobs offered the candidate the job.

Have you ever had to terminate someone?

Aaholm says responses give her insight into how well candidates work with their teams, whether they’re willing to help develop and train people who are struggling, and whether they can make the tough decision to let someone go when it’s just not working out.

Credits

Mary K. Pratt, Brian A. Young,  Computerworld, ‘Why Should I Hire You?’ and Other Favorite Interview Questions