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236 SNAKES IN SUITS
• What are the applicant’s strengths, both technical and personal?
• What are his or her weaknesses or development needs?
• Which management approach worked best with this applicant?
The last question is particularly important, as it can begin to get
at the real management issues of interest to the hiring manager and
should be asked once rapport is established. Also, it allows the previous
supervisor a chance to deepen the conversation into any concerns
that may be lurking under the surface. The purpose is to get a clear,
detailed, and accurate picture of the candidate from someone who
actually knows the candidate, and then use this information to validate
one’s impressions from the interview.
In addition to questions about the applicant’s technical expertise,
background, and experience, it is important to learn about the applicant’s
impact on others.
• Is the applicant a team player?
• How did the applicant treat peers and, especially, subordinates?
• Do people feel comfortable with and trust the applicant?
• Were there any peers, subordinates, or other members of
management who had issues with the applicant? How did
the applicant handle them?
Another area of questioning should focus on any changes in perception,
such as surprises or disappointments that occurred over the
course of the applicant’s employment; reports of any strange or erratic
behavior would come under this line of questioning.
• Did the applicant ever surprise or disappoint?
• Were there any trust issues?
• Would the reference rehire the applicant?