I can think of an interview in my previous organization, which didn’t lead to the discovery of information, but did uncover generous expenses claimed by the managing director at an overseas subsidiary.
It was an interview with the vice-president of finance. When the excessive claims came to light we asked why he didn’t tell the audit team. He said he was about to in the interview but the occasion didn’t arise.
I can quite understand that. If the auditor goes in with a prepared set of questions (which they should), he/she must also be prepared to deviate from them by following up queries arising from the answers.
The lesson learned was that the auditor should work at gaining everyone’s confidence as soon as possible. Most importantly, at the end of the interview the auditor should look the interviewee in the eyes and ask, “Is there anything else you would like to say?” The auditor must record the answer.
-David M Griffiths Ph.D., FCA,
Trustee and Compliance Manager,
The United Charities of Abel Collin
August 7, 2008 at 6:35 am
Know when to admit that the company or position is just not the right fit for you.
I interviewed with a major gas utility in the Mid-Atlantic region. The first two rounds seemed to go well, but then I noticed that I kept getting called for one more meeting with one more new executive. Had this been going on in a relatively short time, this would have been a positive development, but this process dragged on for months, with each interviewer going through what must have been a preset list of psychological profile questions and scenario questions to determine if I could walk and chew gum at he same time.
Eventually, I had invested four months in this process, with no end in sight. It eventually became evident that the company’s senior management had great difficulty in making decisions. Since they were a big, heavily regulated bureaucracy, they had grown accustomed to dragging out the decision making process for months, or years.
Although I was the likely hire, and would have eventually landed a good position with that company, I decided that working for such a sloth-like bureaucracy would be a terrible fate for me.
I politely informed the company that I had to move along to examine other potential offers and made sure that they knew that I was no longer a candidate for the position. We parted on positive terms and I even invited some of the folks with whom I had most recently interviewed, to come out to watch our local AAA baseball team together.
I learned much about that company that is not readily apparent on the balance sheet. I also made some new friends who know that they can call on me in the future, and that I will be glad to help. Most importantly, I recognized that although there were many nice people at that company, their pace was just too slow and lacked the professional stimulation that I need to thrive.
The lesson learned here was that the job seeker must make a candid assessment regarding if the position and if the company will be a suitable cultural fit, that will not only provide employment, but will provide the symbiosis that will make working there a mutually rewarding experience.