Interviewing Programmers

After my former CEO said, “We’re shutting the company down,” I had to interview. Which is not much fun when the interviewers aren’t good at it. Bad interviewers, about half of those whom I met, did one or more of the following mistakes:

  • Assumed candidates are perfect fits, until proven otherwise
  • Relied on random quiz questions to establish technical competence
  • Looked for a grocery list of skills rather than intelligence or ability
  • Forgot the candidate is also interviewing them

Start at 0 and Work Up

In most interviews, I walk in the door as a “100%-fit” in the eyes of the interviewer and lost percentage points for every question I missed. For knowledge-intensive workers, it’s the wrong approach. At one interview, I aced it after correctly answering all their questions. The job wasn’t a good fit for me, but because I had the right answers, I was a fit. However, the job required skills I didn’t have — they just hadn’t found a reason to not hire me. Failing to find reasons to not hire is not the same, or as good as, finding reasons to hire. Find reasons to hire candidates rather than assuming they will work until they miss a question. This removes luck – some can sail through interviews and still not be a match.

Quiz Questions

The technical interview usually unfolds as a quiz of technical questions, that are often obscure. The logic is, if the candidate knows the obscure parts of a technology, they must know the common parts. At one interview, I aced the quiz and managed to get bonus points by answering the question, “How do you share file descriptors between Unix processes?” Coincidentally, the week before, I read the solution in W. Richard Stevens‘s Advanced Programming in the Unix Environment. They over-rated my ability based on trivia questions I happened to get right. Joel Spolsky wrote a significant article for hiring technical workers, The Guerrilla Guide to Interviewing and in it, said the following about interviewers employing quiz questions:

This is the kind of person who thinks that smart means “knows a lot of facts.” […] There is no possible, imaginable correlation between people that know that particular piece of trivia and people that you want to hire.

He’s right. However, candidates need to enter with a minimum of knowledge. Phone screens are good for determining if the requisite knowledge is present. For C/C++ programmers, I ask basic knowledge-based questions on fundamental aspects of the language. What is the stack and the heap? What is the time complexity for an algorithm that traverses a binary-tree? Explain inheritance and polymorphism. This is not obscure trivia, or a quiz, its a sampling of the basics you need to know to be effective in C++. That and some descriptions of how they contributed in recent projects will fill out phone screens nicely.

Match Ability Before Skills

Looking for specific skills or experiences can exclude great candidates. Sometimes, you can spot a match for another group or, if you have open mind, you can spot abilities that can overcome skill gaps. Imagine your open position requires a C++ network programmer, though the candidate knows networking programming, it’s with Python and Perl. The person demonstrates amazing knowledge of algorithms, fantastic problem-solving skills and a great attitude that would fit in with your team. Moreover, the candidate is self-taught in both Python and Perl, becoming adept in each in weeks. Given a choice between someone with high intelligence and gaps in skill and another with average intelligence and no gaps, with all else being equal, I’ll select the more intelligent candidate.

Forgot the Interview Goes Both Ways

In one interview, I was made to wait 30 minutes as the hiring manager “had an important meeting.” It’s hard not to read into the manager’s priorities. Worse, when my prospective manager showed up, it was clear he had not read my resume. When he became bored with my answers, he would interrupt to start with the next question. An interview is like a first date where everyone is on their best behavior. If the prospective employer is rude during the interview, it’s hard for candidates to imagine the workplace values workers and their contributions. Maybe the manager had a legitimate emergency and was “off their game.” The best thing to do would have been to apologize and re-schedule the interview. Though that’s also poor, it is better than overwhelming potential employees with unprofessional behavior. Even if the interviewees are poor fits, it’s best to treat them with the same respect as everyone else because it’s the right thing to do.

Summary

  1. Screen the prospect, ensure they have the minimum knowledge, skill set and experience.
  2. Figure out what the candidate can do.
  3. Avoid quiz questions, focus on relevant problem-solving.
  4. Don’t just match positions with skills, look at the candidate’s abilities.
  5. Remember, the candidate in interviewing you, too.
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