Richard Anderson, CEO of Delta, was recently interviewed by the New York Times [here] and asked what he looks for in job candidates. He said a resume can outline education and experience, but it is the intangibles, such as the ability to communicate, lead and adapt to change, that are the most important. He refers to this as the human factor and suggests that gut instincts play a role in determining whether a candidate possesses these competencies.
He says he likes to ask candidates what four books they last read and what they enjoyed about the book. Also, he asks about their family, where they grew up, what their parents did, where they went for high school. He asks about their avocations, how many kids they had in their family, and other questions about their background and history. He says he is looking for a strong set of values and a good work ethic. In short, he is looking for emotional I.Q.
There is a saying: We hire based on qualifications, we fire based on competency. Unfortunately, too often training on interview skills is dominated by legal advice to steer clear of any question that might be construed as discriminatory. In fact, the best defense an organization has against such claims is to practice good human resource management. This means a commitment to professional standards, uniform implementation of policy and consistent treatment of candidates. Organizations that commit to such practices tend toward naturally diverse workforces.
Although intangible, Richard Anderson is clear about what he is looking for. He will rely on his gut instincts but his judgment is informed by many years of observing people. He does not worry about the prohibitions against asking personal questions because on the way to meeting with Richard Anderson, candidates were vetted in a thorough and professional manner. The take home lesson is the same for all employers: start with the nuts and bolts of the hiring process, but don’t stop there. Once the final candidates are selected, delve into what makes them tick, and go deep into the end zone of their personalities. Rely on what you know about people and the culture of your organization. Many organization leaders admit that hiring the right people is the hardest part of their job, and this is a sign they are on the right track.
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