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Job search


10 RED FLAGS TO WATCH OUT FOR IN A JOB INTERVIEW

Ignore them at your own peril.
by
 * Rebecca Zucker

by
 * Rebecca Zucker

June 07, 2022
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Summary.    While no one can perfectly predict how a new job will turn out,
staying alert to potential red flags during the interview process can help weed
out sub-optimal employment options. Being observant in your interviews as well
as attuned to how the process is...more
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Job interviews are a two-way process — you’re interviewing your potential boss
and employer as much as they’re interviewing you. After all, you don’t just want
any job — you want the right job. According to a CareerBuilder survey,
two-thirds of workers say they’ve accepted a job only to realize it was not a
good fit, with half of them quitting in the first six months. There are several
reasons this could happen, including feeling like you’ve been sold a false bill
of goods or a realizing that the culture is not consistent with your values or
even toxic.





The saying “caveat emptor” — buyer beware — applies when interviewing for a job.
This isn’t to suggest that you should go into the interview process overly
skeptical or suspicious, but rather to encourage you to be attuned to potential
red flags in the interview process that warrant your attention, as they can
indicate larger issues with your potential boss, team, or the organization as a
whole. Here are 10 red flags to watch out for.


1. CONSTANT RESCHEDULING AND DISORGANIZATION

People are busy and things may unexpectedly come up, so it’s not unusual that an
interview may at some point need to be rescheduled. Yet, when it happens
multiple times, it’s an indication that something is amiss. “If things get
rescheduled let’s say twice, and they want to reschedule a third time, that’s
it. That’s too much,” said Susan Peppercorn, an executive and career coach.
“There has to be some real extenuating circumstances that get explained to you
because your time is valuable just as much as their time is valuable. And it’s
sending a message that says you’re not that important. And I think employers
today have to be extremely conscious about getting back to job candidates
quickly, communicating with them clearly, and treating them as if they were
employees…because otherwise job candidates are going to go somewhere else.”

Caroline Stokes, an executive coach and leadership strategist, concurred, adding
that constant rescheduling means “They don’t prioritize the people or the
placement. They are not cognizant of the war for talent. If things are
scattered, and they’re all over the place or they’re disorganized, it’s
absolutely a red flag.” This includes their communication with you (or lack
thereof). “If the recruiter or the hiring manager ghosts you for a considerable
period of time — and by a considerable period of time, I’m talking a week,
that’s a red flag,” Stokes said. It shows a lack of transparency and inability
to communicate properly.


2. DISRESPECTING OTHERS

Every organization has some natural tensions or frustrations between different
departments, such as sales and engineering. Are the people you’re meeting with
during the interview process able to talk about challenges or tensions with
other stakeholders in a constructive way, or do they do so disparagingly or
disrespectfully? If it’s the latter, this is a red flag, not only indicating
that the organization may be highly siloed, but also that there may be low
psychological safety.

Stokes points out that if you participate in a panel interview, with two or more
interviewers, it’s a good opportunity to observe the dynamics between the
panelists. How do they interact with each other? Do they interrupt each other
regularly? Does one person dominate the conversation, shutting the others down?
What does their body language, including subtle micro-expressions, say, even if
the interview is on Zoom?


 3. VALUES CONFLICT

A values mismatch is a big red flag. Get clear on what your most important
values are before you start the interview process and have questions ready that
will allow you to assess the company’s culture, the extent to which the
organization shares your most deeply held values, and how well you’d be able to
express your these values on the job.

For example, if you have a value of inclusion, and the company you are
interviewing with says they are committed to this principle, what are they doing
to ensure the workplace is, indeed, inclusive? How are they measuring it? Is the
organization walking the talk or is it just lip service? “If you really are
looking for a good, strong environment to commit to for the next few years, you
need to be diligent about the values aspect,” Stokes shared.

Likewise, if you have a value of autonomy, you might ask your boss a question
like, “Which decisions would you expect me to make, and which decisions would
you want me to escalate to you?” Even if they tell you what you want to hear,
take a “trust but verify” approach. Ask others who report to this leader what
their experience has been in being given autonomy or to what extent have they
been empowered with decision-making authority. A lack of convincing answers is a
red flag.


 4. LACK OF CLARITY OR CONSISTENCY IN ANSWERS TO YOUR QUESTIONS

As you ask questions throughout the interview process, how clear or precise are
the answers you are given? Are the answers you receive vague or general
statements, or does the interviewer give you tangible examples — the same as
they’d expect from you? “If you don’t feel that you’re getting specific and
direct answers, that’s a red flag,” said Peppercorn. You should ask follow-up
probing questions until you feel like you’ve be given the specificity you need.

Throughout the interview process, you’ll be meeting with various stakeholders
who will be important to your success in this role. Have a core set of questions
that you ask each person to understand their perspective, as well as notice
where there is alignment in their answers and, perhaps more important, where
there is not. You’ll want to see that there is a fair degree of consistency in
their answers from one person to the next. A different answer from one person
may still be consistent and complement others’ responses, painting a fuller
picture of the situation, role, or environment for you. Some variance is okay
and is to be expected. It’s when you hear answers to the same question that are
in direct conflict — or inconsistent — with others’ answers, that it’s a red
flag.


5. BAIT AND SWITCH

When the job for which you are interviewing starts to sound very different from
the initial job description that prompted your application, this is a red flag.
To be sure, change is constant. Yet, if the hiring manager doesn’t explicitly
highlight or call out the change, it can be an indication that they don’t
communicate or manage change well with key stakeholders, both internally and
externally.

Likewise, if the change in the scope of the role suddenly makes the job less
interesting to you, this is well worth noting. “They may be moving so quickly
that they haven’t stopped long enough to be able to explain to job candidates
well that ‘Yes, we said this in our job description, but over the past 30 days,
our needs have changed…so we really need the person to focus in this area
instead of that area.’,” Peppercorn said. “That [lack of communication] would
make me a little concerned about does the organization know what they’re doing?”


6. INAPPROPRIATE QUESTIONS OR COMMENTS

In the limited Showtime series Super Pumped that chronicles the rise of Uber and
its toxic leadership during that time, it is no surprise to anyone that the
hubris-filled “bro-culture” was revealed immediately by Travis Kalanick’s first
interview question, “Are you an a**hole?” The only correct answer to this
question (if you wanted a job there at the time) was “Yes.” There is no brighter
shade of scarlet than that particular red flag. While you may not be asked a
question as crude or blatant as this one, it’s entirely possible that an
interviewer could ask a highly inappropriate or even illegal question or make an
inappropriate comment.

If you receive a question or comment that is ageist, sexist, racist, or equally
offensive, it is an obvious red flag that this organization not only has poor
training, but also likely tolerates bad behavior — or just as bad, has not
addressed unconscious bias in its talent management practices, including
recruiting.


7. LACK OF CONNECTION

A good interview is an engaged two-way conversation that leaves both parties
feeling energized and excited about the possibility of working together. When
there is a lack of energy or connection and the interviewer doesn’t seem
engaged, is not smiling, seems distracted, and/or is robotically asking
questions as if following a script and not really trying to get to know you,
that is not a good sign. “If you notice that the people that you’re talking to
don’t seem engaged… it could be that they’re going through the motions because
they already have somebody else lined up for the position,” Peppercorn said.
“So, if somebody’s interviewing you, but they know that they’ve found the person
that they want, they’re likely not to be so enthusiastic during the interview.”

Likewise, there can be a sudden shift in the energy or engagement from one round
of interviews to the next. Stokes shared that a client of hers said after a
second round of interviews, “The first interview was really great. You know,
there was great chemistry….The second interview, not so great. There was no
chemistry there. There was no warmth.” She immediately thought, “Yeah, because
they like somebody else.” Stokes said that the sudden shift in enthusiasm was a
red flag that they’d found another candidate that they preferred, and they just
didn’t want to cancel the interview because they wanted to make sure that they
their hunch was right. She added, “It’s also a sign that they don’t know how to
communicate effectively.”


8. RESISTANCE TO CHANGE (EVEN IF THEY SAY THEY WANT CHANGE)

Open positions exist because an organization needs someone to improve the
current situation — to build better products, create operational efficiencies,
attract new clients, improve departmental performance and the like. Making
improvements in the business requires change. A client of mine, “David,” was
hired by his last employer to improve the organization’s customer support
function. While he was hired to turnaround the department and create change, his
boss’s boss ultimately didn’t want change and felt threatened by it. Since she
was the one with the power, it didn’t turn out so well for David. I asked him
what red flags there were in his interviews, and he noted that she had said to
him, “I may have opinions about this [function], since I used to do this years
ago.”

At the time, her answer didn’t really faze him, since most managers are going to
have an opinion. But a simple follow-up question might have raised an important
red flag, such as, “How do you deal with others who have different opinions?” He
may have gotten more useful information here from both her words and body
language, and from those who worked with her to see what their experience was of
how she handles conflicting points of view. Sadly, it was her way or the
highway. Even worse, as it turned out, she had worked in that function decades
prior and much had changed since then, including the technology that she was
woefully unfamiliar with. She overrode my client’s improvement recommendations
in favor of outdated practices that hadn’t been used since the 1980s versus more
efficient methods and technologies he proposed. It was frustrating — every day
felt demoralizing and like an uphill battle to David.

Stokes shared that some hiring managers “just don’t have an improvement mindset.
They may just be so old school they just want to keep it the way things
are…You’ve got to keep your ears wide open on that.” 


9. EXCESSIVE NUMBER OF INTERVIEWS OR DRAWN-OUT INTERVIEW PROCESS

In an ideal world, the interview process itself would be efficient and optimize
(versus maximize) stakeholder involvement and alignment, and not take more than
a few months. A red flag arises when the number of interviews becomes excessive,
and the process drags on for an extended period of time. Either (or both) of
these can be a sign that the team or organization is overly consensus driven,
indecisive, or has issues driving things to completion.

While the number of interviews and duration of the interview process is likely
to be positively correlated with the level of the position (e.g., a C-suite
interview process may take longer than a more junior position, as the stakes are
higher, and the rest of the C-suite and board members will be involved),
Peppercorn considers 10 to 12 interviews to be excessive. (She’s seen up to 14).
While this many interviews could make sense for a C-level candidate, it does not
for a director. She said, “It should be the hiring manager that makes that
decision, so why do you have to have 14 interviews? What is that saying about
the organization and its ability to get things done?” Some companies, like
Google, are actively taking steps to shorten drawn-out interview processes to be
more competitive in the war for talent.


10. EXPLODING OFFERS

Exploding offers are job offers that are given with a firm deadline (often on a
very tight timeline), beyond which, the offer expires. While rare, these still
occur on occasion. One client of mine was given an offer at one company on a
Friday afternoon and was told he had until Monday to decide. He was still
interviewing with his dream employer and succumbed to the pressure from the
first company and the security of having an offer of employment versus
tolerating the uncertainty that remained with his ideal company (which
incidentally ended up backfiring for the company whose offer he accepted, as he
left months later when the job at the dream employer finally came through).

An exploding offer is basically an ultimatum. Ultimatums don’t feel good or show
respect for an individual’s desire to make a thoughtful career decision and
weigh their options that will affect their career and livelihood for years to
come. It shows rigidness, insecurity, and even bullying behavior on the
employer’s part (not to mention a big blind spot in their awareness of how the
company will be perceived in the talent market). Do you want to join a company
because you are under duress to do so, or because you genuinely are excited to
work there? When people (or organizations) show you who they are, believe them.
Companies that issue exploding offers are not likely to respect your wants and
needs once you’re on the job, and are likely to be inflexible, bullying and
autocratic.

While no one can perfectly predict how a new job will turn out, staying alert to
the potential red flags mentioned above during the interview process can help
weed out suboptimal employment options. Being observant in your interviews as
well as attuned to how the process is managed, asking good follow-up questions,
and doing your due diligence can help mitigate the chances of making a bad
decision.

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Read more on Job search or related topics Job interviews, Career transitions,
Career planning and Careers
 * Rebecca Zucker is an executive coach and a founding partner at Next Step
   Partners, a leadership development firm. Her clients have included Amazon,
   Clorox, Morrison Foerster, Norwest Venture Partners, The James Irvine
   Foundation, and high-growth technology companies like DocuSign and Dropbox.
   You can follow her on Twitter: @rszucker

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Accelerate your career with Harvard ManageMentor®. HBR Learning’s online
leadership training helps you hone your skills with courses like Career
Management. Earn badges to share on LinkedIn and your resume. Access more than
40 courses trusted by Fortune 500 companies.
What's your next career move? Learn how to set yourself up for success.
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Read more on Job search or related topics Job interviews, Career transitions,
Career planning and Careers



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NEURAL.ONE

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TABOOLA EUROPE LIMITED

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RATEGAIN ADARA INC

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RAKUTEN MARKETING LLC

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OPENX

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PULSEPOINT, INC.

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SMAATO, INC.

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CRITEO SA

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BLIS GLOBAL LIMITED

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LIVERAMP

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LOOPME LIMITED

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DYNATA LLC

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BIDSWITCH GMBH

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BOMBORA INC.

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EASYMEDIA GMBH

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ADVANCED STORE GMBH

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MAGNITE CTV, INC.

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DELTA PROJECTS AB

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EMETRIQ GMBH

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PUBLICIS MEDIA GMBH

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CLOUD TECHNOLOGIES S.A.

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IMPROVE DIGITAL

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ADOBE ADVERTISING CLOUD

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BANNERFLOW AB

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SOJERN, INC.

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EXACTAG GMBH

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MAINADV SRL

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GEMIUS SA

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SOLOCAL SA

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AUDIENCEPROJECT APS

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