Even supervisors need to present themselves well in a job interview. Instead, HR expert Maren Lehky often encounters bored bosses who ask the wrong questions.
Interview with Maren Lehky on Interviewing Mistakes
Ms. Lehky, do many supervisors underestimate that they, too, are “applying” in a job interview?
MAREN LEHKY: Yes, absolutely. Many still believe it’s solely the applicant’s job to sell themselves. However, it’s often the other way around now.
Even despite an economic crisis?
Yes, because companies still need nine to twelve months to fill certain positions. The crisis hasn’t yet affected interview processes in most companies. Many supervisors haven’t grasped this shift. They’re still fiddling with their phones under the table or frantically rustling through documents because they haven’t prepared. They don’t understand the negative impression this makes and that employers truly can’t afford such behavior anymore.
Applicants expect more today?
Previously, applicants were more tolerant or simply had no choice. Today, it’s different; they might even roll their eyes.
How many supervisors go into an interview unprepared?
I’d say 50:50.
So, a widespread problem then.
Yes, which is why it’s even more crucial for supervisors to prepare, perhaps even being coached by the HR department. They must realize they need to ask many questions. I should let the applicant talk extensively – in a good way, of course. Only then can I determine if someone truly fits the team and the company’s values.
Instead, do bosses only look at the resume?
Very often, yes. It’s underestimated that failure rarely comes down to technical skills, but rather to personal fit or disappointment when the applicant had a completely different idea, or it doesn’t work out with the team. It’s almost always the “soft facts” that lead to separation during the probation period.
So, can a poor job interview also be the reason a manager quickly resigns?
That’s quite possible. Perhaps not enough was explained about the complexity of a position. If there are 1000 processes I have to adhere to, I should know that beforehand. Instead, the company might have been presented to me as an agile start-up. Conversely, there are people who like to work in a highly organized manner. As a supervisor, I need to find that out. There’s often no right or wrong in the answers, but only what is fitting or not fitting for the task, the company, and the team.
Is it therefore potentially useful to have a colleague from the HR department present?
Absolutely. Many bosses love to talk and conclude: “That was a good conversation.” HR professionals, however, have entirely different sets of questions and can observe more effectively with a neutral perspective.
What other common mistakes do you observe?
Overall, there’s a lack of understanding that you need to give your best. The room might not be tidy or prepared for a visitor. The supervisor might be wearing an old, pilled sweater. If you’re trying to win someone over, you need to “doll yourself up.” I’ve also seen supervisors who intensely doodle during the conversation, staring at their pad.
Seriously?
Some people can actually concentrate better that way and do listen. But people need resonance. It’s not acceptable not to look each other in the eye. The first round can certainly be virtual. But the second conversation must be in person. I read body language with my body. That’s important for trust and assessment.
Does the direct supervisor always have to be present in the job interview?
Absolutely. As an applicant, I need to know who my counterpart will be tomorrow. Whether I like someone or not is decided in a flash. Many applicants also want to do trial work and get to know the team. That’s a trend.
What else should a supervisor do?
Maintain eye contact. Smiling wouldn’t hurt either. And ask open-ended questions. Not ones that can be answered with “Yes,” “No,” or “I don’t know.”
What kind, for example?
Interesting questions would be about values, attitude towards work, work-life balance, family commitments, how much career someone wants, or if the job is just for earning money – which is also perfectly fine. Furthermore, applicants themselves are asking more and more questions. Many supervisors are caught off guard by this.
What kind of questions?
How long have you been working here? Why are you still with this company? What motivates you to get up in the morning? How do you lead?
What do I answer as a supervisor if I’m not exactly passionate about my job?
That’s why it’s important to mentally prepare for such questions. Of course, you don’t say: “I’ve been here for seven years, but I couldn’t be bothered to apply elsewhere.” Instead, you could answer: “There have been many exciting changes here, and I’m tied to this location, as I have school-aged children.” Or you could say: “That’s an interesting question, I haven’t asked myself that before,” thereby gaining a few seconds to think.
But don’t refuse to answer?
No. Anything that dismisses the other person negatively affects the mood. Besides, the applicant wants to get to know me.
Can a good job interview also prevent an applicant from not showing up for work despite accepting the offer?
I actually hear more frequently from colleagues that this happens. Yes, the stronger the connection established during the interview, the lower the risk. That’s why at the end of the last conversation, I would always ask a “commitment question”: “What do you need from us to decide in our favor?” That creates clarity and more commitment.
Does it also happen that supervisors paint too rosy a picture of a job?
Absolutely, and not even with malicious intent.
How honest should a manager be when the situation is currently difficult?
It’s only fair to lay your cards on the table. If I have three chronically ill team members and know that things will be tight for half a year, I must say that: “The pressure will be a bit higher for everyone. I know that the conditions for your onboarding aren’t ideal. But you will still receive proper training, and I’ll always be available for questions.”
