Interview Questions for Technical and Non-Technical Roles: A Comparison

This article explores the difference in interview questions for technical and non-technical roles, highlighting the challenges in assessing competence objectively in non-technical areas.

• The author argues that technical roles benefit from objective interview questions, like coding challenges, which offer clear signals of competence.
• Non-technical roles present a greater challenge due to the subjective nature of many skills, making it difficult to determine competence solely through interviews.

Concrete Interview Questions for Non-Technical Roles

The author suggests a framework for crafting concrete interview questions for non-technical roles, aiming to achieve a level of rigor comparable to technical interviews.

• The framework focuses on assessing key areas: deliverables, relevant industry knowledge, and demonstrable skills.
• The author emphasizes the importance of testing for actual skills rather than relying solely on self-reported abilities.

Part 1: Can you create the deliverables that are part of the day-to-day role?

This section focuses on creating "tie your shoelaces" interview questions that test the candidate's ability to perform essential tasks related to the role.

• Examples include having a product manager create a user acquisition model or a sales representative develop a sales pipeline document.
• These tasks provide tangible evidence of the candidate's skills and knowledge, supplementing traditional soft skills discussions.

Part 2: Are you familiar with previous relevant work in your area?

This section explores the value of assessing a candidate's knowledge of industry trends, best practices, and relevant literature.

• The author emphasizes the importance of understanding industry jargon and theoretical underpinnings, demonstrating a broader understanding of the field.
• Examples include testing a product manager's familiarity with books like "Crossing the Chasm" or their knowledge of Agile development methodologies.

Part 3: Can you demonstrate that you can do the thing you’re being hired to do?

This section stresses the importance of simulating real-world job tasks to assess actual skills.

• The author suggests breaking down the job description into specific tasks and using real tools to evaluate the candidate's abilities.
• For example, a technical recruiter could be tested on their ability to use LinkedIn to find suitable candidates or to draft a personalized request for a candidate to interview.

Applying the Framework to Product Management

The article highlights the application of these concrete interview questions to product management roles, demonstrating the practical implications of the framework.

• Examples include asking product managers to develop a product roadmap, conduct a user research study, or present a business case for a new product feature.
• These tasks directly assess the skills and knowledge required for successful product management, providing a more accurate picture of the candidate's capabilities.

The Value of Rigorous Interview Processes

The article concludes by emphasizing the value of rigorous interview processes for both technical and non-technical roles, aiming to identify the most competent candidates.

• The author suggests that by crafting concrete interview questions and simulating real-world job tasks, companies can create a more robust and reliable hiring process.
• This approach helps ensure that the best candidates are selected for the role, leading to greater success for both the company and the individual.