When Interviewing Someone, Understanding These 5 Questions Is Enough

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A polished resume might just be a candidate’s carefully packaged "constructed-image." To truly determine if someone is a good fit for your team and can work collaboratively, relying solely on resumes is far from sufficient. So, what should you ask during an interview to get closer to the truth and find that reliable partner who can "save you half the stress"?

1. First question: Can this person bring unique value to the team?

Every role has core value. For example, the core value of a sales role is closing deals; for a product role, it’s creating products users love; for a technical role, it’s delivering stable and efficient technical solutions. During interviews, start by clarifying the core value of the position. Then, delve into the candidate’s background to see if they possess unique strengths that can not only meet but exceed this core value.

Remember, we’re not seeking a "Jack-of-all-trades" who dabbles in everything but masters nothing. We need someone who can truly "break through the ceiling" in a critical area. Like a top basketball team, not every player needs to be all-around, but there must be a shooter who can make crucial three-pointers and a driving guard who can penetrate for layups. Stop asking generic questions like "What is your greatest strength?" or "What is your biggest weakness?" Instead, first ask yourself: "Does this person have one or more abilities that clearly surpass the team’s average level, or even bring unexpected surprises?"

2. Second question: Can this person "take charge in critical moments"?

A team is like a ship sailing on the ocean, storms are inevitable. We need individuals who can step forward during tough times and lead others to overcome challenges. This ability goes beyond professional skills; it’s about responsibility and willingness to take ownership. They proactively assume accountability, avoid shifting blame, refrain from complaining, and actively seek solutions.

During the interview, we can assess this by asking candidates about challenges they’ve faced in the past and how they resolved them. For example: "Tell me about a time you encountered a particularly daunting problem. What did you do, and what was the outcome?" Their response will reveal their attitude toward difficulties, problem-solving approach, and execution capabilities.

3. Third question: Does this person have the potential for continuous learning and growth?

The market changes too rapidly for anyone to rely solely on past experience. An excellent employee is a lifelong learner, someone eager for new knowledge, willing to embrace challenges, and able to adapt quickly. When hiring, we shouldn’t just focus on their current abilities but also their future potential. Do they have intellectual curiosity? Can they learn rapidly? Are they willing to step out of their comfort zone and challenge themselves?

You might ask what new skills they’re recently learning or which industry trends they’re following. Observe their demeanor and tone to gauge if they truly radiate curiosity and ambition. Remember: Investing in "potential stocks" often yields unexpected returns.

4. Fourth question: Does this person "share the same ethos as our team"?

Team culture is like a magnetic field, it attracts those with aligned values and repels those who clash with them. Even a highly capable individual whose values don’t match the team’s will struggle to integrate and may even become a source of "negative energy." During interviews, it’s crucial to assess whether the candidate’s values align with the team’s culture. For example, if your team values innovation but the candidate is overly conservative, or prioritizes collaboration while the candidate is highly individualistic, proceed with caution.

Values are hard to gauge through simple questions. Instead, observe their behavior, words, and perspectives on various issues. Try discussing topics unrelated to work to sense their character and core beliefs. Remember: Skills can be developed, but values are deeply ingrained and hard to change.

5. Fifth question: Can this person acknowledge their own shortcomings?

No one is perfect, everyone has flaws. The key is whether they can recognize their weaknesses and are willing to manage and improve them. Someone who avoids admitting flaws is often insecure or reluctant to take responsibility. In contrast, those who openly confront their shortcomings and actively seek to improve are truly mature and promising.

Ask them: "What do you consider your biggest weakness, and how are you working to address it?" Their response will reveal their level of self-awareness and their capacity for self-reflection and self-improvement.

6. Use the STAR Method to See a Person’s "True Competence"

After asking these five questions, we should have a preliminary assessment of the candidate. Next, we need specific methods to delve deeper into their true capabilities. Here, I recommend using the STAR method. Simply put, the STAR method evaluates a candidate’s abilities and experience by asking about specific Situation, Task, Action, and Result from their past work:

• Situation: Ask them to describe a specific challenge or problem they encountered in their past role. Avoid vague questions; prompt them to recall a real-life scenario.
• Task: Understand the task or goal they needed to accomplish in that situation, and why it mattered. This reveals their sense of responsibility and focus on objectives.
• Action: The crux of the method-probe for detailed actions they took to solve the problem or complete the task. Their thought process, problem-solving approach, communication with others, and collaboration skills all emerge in this step.
• Result: Finally, ask about the outcome of their actions and how they view success or failure. This highlights their execution capabilities, ability to summarize lessons, and resilience under pressure.

By dissecting their past experiences, we can objectively assess their skills and background, avoiding the illusion of a "polished resume."

7. After Hiring the Right Person, Know How to "Utilize Them Right"

Hiring the right person is just the first step. The key is to use them effectively to unlock their value and boost team efficiency:

• Leverage strengths: Allocate tasks according to each individual’s unique strengths and traits, allowing them to excel in their areas of expertise.
• Invest in continuous development: Provide ongoing growth opportunities, such as skills training and career development plans. Encourage peer learning and collective progress.
• Adjust promptly : For underperforming team members, communicate proactively to understand challenges and offer support. If a role is fundamentally mismatched, make decisive adjustments-even reconsider the fit-to protect the team’s overall interests.

An interview is not just a simple Q&A session but an opportunity for deep mutual understanding. The next time you interview someone, start by asking yourself these five questions, then use the STAR method to uncover the candidate’s deeper potential.