That's not a growth wrote:Had a video call interview today that was sold as a 'casual chat about the job, to give you more information about the role' and I get caught off guard when the first question is " So tell me about you, what makes you tick?".
strawberry floats sake, I hate taking about myself at the best of times, and my head is filled with points from the job listing and you throw me this bullshit. Arrghh.
I hear you and it's gooseberry fool the games they play. "A casual chat" or "it's just something very casual" is
never casual and that's just lingoistic bullshit to
get to the meat of the matter or
cut the gooseberry fool and
really get to know each other on a deeper level. Unfortunately until the moment you sign a contract, every such interaction is a sales scenario.
Victor Mildew wrote:When i got made redundant, I had a phone interview and the first question I got asked was, "So, why do you want to work here?"
I LOST MY strawberry floating JOB I ALREADY TOLD YOU IN MY APPLICATION LETTER
I imagine the lead up question to that would be, "yes but why do you want to work
here"?

As if your organisation is so special.
There's only one question that matters in any kind of sales/qualifying conversation, this should (but generally doesn't) include interviews:
If I were to ask you what the number one problem/challenge in your business/organisation/line of work is today, what would that be? (This could be all sorts of things, but it engages the interviewer - who is usually the hiring manager - in a critical thinking exercise and shifts the power dynamic.)
And how would you normally go about solving that?
How interesting. OK, here's a solution to your problem because I have these skills, product or service!
etc etc
What pisses me off about traditional, didactic, fake platitudes and probing questions with no genuine answer beyond a surface level in this kind of situation is that, if the hiring manager really wants to solve problems, if they really want someone who can identify and solve problems, first they need to be willing to have people on their team
who ask questions.
The person being interviewed should be asking the questions, because that highlights what their skills are and what problems they might be able to solve. That's my opinion anyway.
People in sales conversations (including interviews) generally work along the lines of, "here's an answer to your pointless question and my answer will always be spun positively; I am so great" (the hard sell)
It's much more constructive to ask the person hiring you "OK, so tell me about a recent challenge you faced in your business operations? If you had a dream scenario of where your business is working effectively and efficiently, what would that look like?"
And then you answer how they can achieve that thing.
The problem with interviews is that so much of the time, they're just reading a bunch of standard questions off of a crib sheet, and they aren't actually asking about any problems that need solving in the business, just some made up idea of the "perfect employee", which doesn't exist, or is largely based on the "type" of people already working there. If those people are already working there, why do they have problems? Why are they hiring you instead of asking them to do it? What they get, are ineffective employees who don't want to answer questions or improve anything, just show up to work and do what they're told. An organisation can't progress that way, beyond a point, because it just does the same old thing, the same way, forever until its outmanoeuvred by a competitor and dies, because everyone was asleep at the wheel (including the hiring managers) and they only hired people who say "yes, certainly sir" to strawberry floating everything.