The tactic of playing devil’s advocate and asking contrarian questions is one that many interviewers like. Some interviewers do it out of fear and ignorance. They don’t like interviewing, or they are concerned about making the wrong decision, or they just don’t have better questions to ask.
In the best of circumstances, Devil’s Advocate questions are employed because the interviewer wants to put the candidate on the spot, see how they react under pressure, and seek more depth in the responses. Most candidates react appropriately, don’t show any negativity and answer adequately.
BUT, what is the candidate’s take away from this style of questioning? I’ve never had a candidate compliment a Devil’s Advocate approach. They are usually put-off. Most candidates don’t enjoy being treated this way.
I’ve written many times about the importance of incorporating “recruitment” into the interview process – making the evaluation a two-way street. Not only are you evaluating the candidate, the candidate is evaluating you and your company, and you must meet them halfway, and ensure a positive perception. Otherwise, some of the best candidates will just go elsewhere.
What can you do instead of this Devil’s Advocate approach? Be sincere and transparent instead of negative. Instead of the initial question about the title hunting, this exec could have said: “I want to be sure you really want the job that we are offering today. Can you tell me more about your motivations to join our company?” By revealing what you really want to know, you increase candidate intimacy, draw them in, let them know you are willing to be transparent…. And thereby, score some “recruitment” points… all while getting the real answer you’re after.
For more insights, visit The Headhunter's Secret Guide.
Unfortunately, many interviewers seem to forget that today's hire is tomorrow's back-fill. A progressive organization uses positive recruiting practices as an integral component of their employee retention program.
Devil’s advocate questions reflect not just a failed interview; it is a barometer of the overall corporate culture of an organization. As a staffing professional, I can answer these questions effectively, but I would NEVER accept an offer from a company that employed these kinds of tactics.
I’m just sayin’!
Good topic Mark. My feeling is the interview should be positive until the candidate speaks negative, either about his boss or company. Then all bets are off.
Martin- I know a venture capitalist firm that incorporates similar tactics. They ask VP candidates to 'force-rate" their last 4 bosses from 1-4. Then they attack the one he rated 4 (worst). I don't know if that's devils advocate but it is devilish.
Tony: When it is a retained search from a great employer, and this interviewer is the one oddball on an otherwise stellar team, we have to put up with it. Sometimes it can be a barometer of the company, like you say, and sometimes it is just the one odd guy they just have to put on the interview panel who pulls this stuff. The latter is harder to deal with.
Martin: OOOH - Good cop / bad cop = another whole pet peeve!! Don't you just hate that?!
Bill: I always warn candidates about clients who seek to "Dish the Dirt", and to never slide into that hole! I tell them 2 sentences or 20 seconds, whichever is shorter, to describe the previous relationship, and I teach them "reframing": My boss hated me and never gave me any real authority = I discovered I needed a more supportive environment where I could really utilize my management capability.
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