Probing Questions During the Interview Process

According to Wallace V. Schmidt and Roger N. Conaway's Results-Oriented Interviewing: Principles, Practices, and Procedures, Probing Questions, as discussed in chapter two: The Interview Process (p.35-36), may be open or closed and grow out of a need for more follow-up information, a feeling on the part of the interviewer that the answer received from the initial question is superficial, vague, or inaccurate and not the full or correct response needed. Schmidt and Conaway split probing questions up into two categories: directive and nondirective. Directive probes are used to focus answers on specific items of information, which include: elaboration, clarification, repetition, and confrontation. Nondirective probes are used to keep interviewees talking without biasing their responses or interrupting their line of thought, which include: mirror statements, neutral phrases, and silence.

In Eugene Raudsepp's article, "Don't Let Tough Questions Sabotage Your Interview" from Career Journal's webpage, he gives tips on how to prepare for your next interview, putting you ahead of other job seekers. Raudsepp writes that difficult, probing questions have become part of most interviewers' routines as they screen candidates and eliminate bad hires. This is basically to see how fast you can think and how well you perform under pressure. By practicing your answers for these tricky career-related questions, you'll be more confident in your response. He then chose ten commonly asked probing questions and stated the reasons for asking them, as well as some advice on what answers to give.

First, "Could you tell me a little about yourself?" This is asked to gather information, assess your poise, style of delivery, and communication ability. The best responses are personal and professional work experiences relating to the position you're seeking. Second, "Why did you leave your previous employer, or why are you leaving your present job?" His advice is to be honest because it can be checked, and also mention that you're seeking a greater opportunity, challenges, or responsibility. Third, "What are your greatest strengths?" He advices to summarize your work experience, qualities, and achievements that are directly related to the job you're being interviewed for. For example: self-motivation, initiative, ability to work in a team, loyalty, reliability, integrity, promptness, and self-confidence. But be sure to pause, so it doesn't seem rehearsed. Fourth, "What are your weaknesses?" Try to cast your weaknesses into positives that most employers would find irresistible, but don't act as though you have none. Fifth, "What type of salary do you have in mind?"

This is to determine if the company can afford you. Ask about the position's salary range and pick something in the middle of what you and the company require. Sixth, "What do you like most and least about your present job?" For what you least-liked, indicate that you either did it well or you learned something from it. Seventh, "Are you applying for any other jobs?" Don't say you have other options, because it'll look like you're not interested, but make sure you say that you're exploring several openings that might fit your talents and potential, so they don't think you aren't serious about job hunting. Eighth, "Why should we hire you?" Show that you're ready to answer this and how you can be an asset for their company. Ninth, "Where do you hope to be in five years?" Set realistic goals and don't act as a threat to the interviewers' job. Tenth, "Do you have any questions or can you think of anything else you'd like to add?" Here's a chance to prove that you've done your homework on the company and to sell yourself one last time.

I chose this principle, because I've been asked probing questions in interviews before and realized how important it is in how you answer them. I find this principle very interesting, especially after reading this article, because I feel I'll do better in interviews for important jobs, now that I know how critical it is in determining who to eliminate in the screening process.