Behavioral questions are undeniably important in assessing a candidate’s viability; understanding past behavior is the best way to predict future success. But behavior-based questions are only one part of a comprehensive food & beverage interview.
The best way to gauge how serious your candidate really is about the role?
Ask “non-behavioral” questions.
As the name suggests, non-behavioral questions don’t focus on personal attributes. They quickly reveal, however, if the candidate is just “testing the waters” or genuinely interested in your opportunity and food & beverage organization.
Want to give them a try? Here are three of our favorite non-behavioral questions, which you can customize and incorporate into your next interview:
What’s the real reason you’re here today?
This question is a bit presumptive, and it encourages a candidate to divulge more about their underlying motivations. With a little probing, you’ll find out if the interviewee is running away from something (e.g., a toxic culture or floundering organization) or toward something (e.g., greater career opportunities, increased earning potential). The individuals running toward your food & beverage organization will typically approach their job search more strategically and be more serious about long-term employment with you.
Describe your wish list for your next position.
This question gauges alignment between what the candidate really wants and what the position and your organization offer. Probe for details about:
- their ideal manager;
- the types of responsibilities they enjoy most;
- the type of culture they like to work in;
- the benefits and perks they seek;
- opportunities for professional development and/or advancement they expect.
By ensuring alignment between their expectations and reality now, you minimize the chance of being turned down at the offer stage.
What is your manager likely to say when you resign?
If your candidate is currently unemployed, there’s no need to worry about a counteroffer. But if the individual believes their manager would offer them a pay raise to stay, you run the real risk of losing them down the line. What should you do? Suggest that the candidate call a meeting with their boss and ask for a pay raise – and that, if they’re turned down, they should come back to you. While this is a bold move on your part, it’s better to lose a candidate early in the recruitment process than further down the line.
Trust your executive food & beverage search to Kinsa. With over 100 years of combined experience, our specialized recruiters can help you acquire proven leaders with the skills, expertise and personal qualities to thrive in your organization. There’s an ideal out there – let Kinsa help you find it.