A job interview for an Executive is somewhat different from the model used for more junior positions. For example, the length of a senior candidate interview tends to range between and hour to an hour and a half, and in the case of more junior positions these do not tend to go over forty-five minutes. This difference in time lies in the very nature of the selection process. That is to say, the higher the position solicited, the more time is dedicated to each of the aspiring candidates, and fewer are the candidates interviewed. At the same time, another of the characteristics that varies from Executive interviews from others is the way in which it takes place. First of all, the interviewer begins by delving into the interviewee’s personal circle. Specifically, our interest lies in learning what personal and professional relationships might be present in the interviewee’s direct environment which could suppose a conflict of interest for our client. In the same way, we always try to learn from the beginning the candidate’s underlying motive for change: more power, responsibility, “a change of air”, etc. Different from those professionals lower down the corporate hierarchy, an Executive generally does not seek change for economic reasons.
Immediately following, the interviewer asks the candidate to concretely describe the main quantifiable goals achieved during his/her professional career. Above all, we look to understand his/her management skills. As per the specific training and technical skills needed for the position, these are dealt with concretely. It happens this way because the interviewer tends to understand that the merits and goals previously described by the candidate imply he/she has these technical skills, although sometimes they are not the most important ones for the position. In this sense, the most valued aspect, and that which is most kept in mind by headhunters during the interview, is the candidate’s potential fit on a personal and cultural level with that of the client company’s. This aspect can be so important to the process that its influence over the final decision, once in the interview stage, can be as much as 60% of the decision. As per the remaining 40%, other elements come into play such as professional references and general impressions. Finalist candidates are always asked to provide various references from direct superiors in all of his/her more recent positions. Basically, the question that sums up the conversation with those references is: “If you had the opportunity to work with this person again, would you hire him/her again?
Regarding my previous statement of “general impressions”, the greater or lesser importance of one’s first impression in any given recruitment process will depend on the particular sector for which the positions is needed. In my experience, although it is obvious that certain first impressions will initially position a candidate favorably (or unfavorably) in the interviewer’s mind, this first impression should not stray far from the candidate’s true identity. “To be one’s self” should be the first-most premise kept in mind by any Executive or professional during a job interview.