As a result, some of the most successful companies in the U.S. are changing up the traditional interview process by asking seemingly random questions to better determine a candidate's problem-solving skills. For example, a candidate at Google, Inc. was asked, “How many people are using Facebook in San Francisco at 2:30 p.m. on a Friday?” And at Hewlett-Packard Co., another was asked, “If Germans were the tallest people in the world, how would you prove it?”
Other companies have taken a global approach:
“How would you cure world hunger?” (Amazon.com Inc.)
“How many different ways can you get water from a lake at the foot of a mountain, up to the top of the mountain?” (Walt Disney Co.)
For candidates, these types of questions take them out of their comfort zone, forcing them to think on their feet. For employers, these same questions provide valuable insights about how the candidates approach difficult situations or, more importantly, whether they can remain positive and proactive in the face of a challenge. It's from these kinds of characteristics—gleaned from a conversation between the interviewer and the candidate rather than a one-dimensional résumé that lists skills and experience—that employers can gain important insights to help them make a hiring decision.
With this increasing trend, more companies are adopting the practice of asking interview questions beyond the standard “What are your strengths and weaknesses?” and even going to the extent of testing more extreme hiring practices. Some creative firms might invite two candidates to dinner to see how they interact in a competitive setting. Other companies might conduct a “hands-on” interview at their corporate headquarters to see if a candidate can dive in to existing projects and fit in quickly to the corporate culture. Companies are looking to find better candidates, hire them and hold onto them as long-term corporate investments.
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