Probing Candidate Motivation

Asking Initial Open-Ended Questions

To determine a candidate's motivational compatibility, we need to know what they like and dislike about a work environment. We can't guess; we must ask directly.

The best way to obtain this information is through open-ended questions designed to get the candidate to reflect on his or her past experiences, both positive and negative.

The three key questions to begin this exploration are:

Satisfaction Question: "Tell me about a situation where you felt very satisfied in your job.".

The answer to this will give us valuable information about what kinds of accomplishments or environments motivate you.

Likes Question: "What was your favorite thing about your last job?".

With this we identify specific elements of the work environment or role that the candidate values positively, to see if we can replicate them.

Dislikes Question: "What do you like least about your current (or last) job?".

The Strategic Importance of Probing the Negative.

Asking about what a person dislikes is not intended to be negative, but to perform a crucial strategic check.

The goal is to identify whether those factors or conditions that the candidate mentions as demotivators will also be present in the position we are offering.

If his main complaints about the previous job are central features of the new position, it is clear that, even if he is qualified, we will not have a motivated employee in the long term.

This assessment is what distinguishes a good selection (finding the ideal candidate for the roles) from an excellent selection (finding the candidate who will also be satisfied and stay with the organization).

The Need to Go Deeper: The "What" and the "Why."

Initial answers to these questions are often superficial. It is critical for the interviewer to go beyond the first answer and use probing questions to probe further.

The key tools for this are the "What exactly...?" and "Why...?" questions.

Imagine a qualified candidate who, when asked what he or she liked least, responds, "My least favorite thing was being assigned to employee trainings...the burden was too much."

If the position we are offering requires the candidate to travel to give trainings, this superficial response would be a red flag.

The interviewer should probe, "What exactly was it about those workouts that you didn't like?"

Case Study: Uncovering Real Motivators.

Digging deeper, the candidate might reveal something very different.

He might answer, "Well, what was going on was that I had to design all the material myself, prepare the sheets, organize the groups, make the calls, and also travel at least three times a month to cover the trainings.

I'm more about working independently, analyzing systems and solving problems." This response is much richer.

We discovered that their aversion was not to the training itself, but to the administrative burden, material design, and high frequency of travel.

We also discovered their true motivators: independent work, analysis and problem solving.

Conclusion: Comparison and Compatibility Decision

With this detailed information, the interviewer can make a real comparison.