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There is a bulletproof solution to theproblem of “accomplishment inflammation,” and that is to become a greatdetective. When you learn to probe every answer for relevant details,you’ll discover what we have: There hasn’t been a candidate born whocan make up false answers quickly enough. They’ve either done what theysay they’ve done and can describe it in infinite detail, or they willimplode in the chair right in front of you (and it’s messy when ithappens).Every time you ask a candidate a questionbased on examples, expect to spend fifteen to thirty minutes exploringthe details of each example. Put the candidate’s answer under amagnifying glass, and ask for multiple examples to make sure somethingwasn’t an anomaly.Every interview will be different, but nomatter what example is being discussed, your probes will generallyfollow the time-honored journalist’s “5 Ws”:•Who?•What?•When?•Where?•Why?•For good measure, throw in How? (Yes, even though it is not a W.)Train yourself to have a knee-jerkreaction to high-level, nonspecific answers. Usually, it’s not that thecandidate is trying to deceive you; it’s that he or she simply hasn’tthought to give concrete, detailed answers. You can help the candidatealong by following up assertions and blanket statements with one of thefollowing Magnifying Glass questions:•“Could you give me an example of that?”•“Can you be more specific about that?”•“Can you give me a bit more information about that?”•“What were the most important details about that situation?”•“What was your responsibility within the project team?’•“What did you personally do to ensure that success?”•“Who else was involved in that project?”•“Why did you take that approach on the project?”•“Why did you pick those individuals to be on the team?”Get all the details. Dates, numbers, names of people, schedules. Bothof you will be helping each other to get to the facts faster and withmore relevance.Other good Magnifying Glass questions:•What was your role in the project?•What success was achieved?•How did you decide what to do?•Can you give me a few examples of your personal initiative on the project?•When have you faced a comparable challenge?•Where did the resources come from to get that accomplished?•How were parameters for the project set?•Would you consider that process a success? Why or why not? (Remember, even a failure has value)•When have you failed to meet your boss’s expectations?•How did the team make mid-course corrections?•What did you learn specifically?•With benefit of hindsight, what would you do differently next time?Keep going until you know what you need toknow (or until it becomes apparent the candidate is being elusive ordownright lying. If this happens, it’s time to cut and run.) Whateveryou do, don’t give in and assume it’ll work out. Some candidates aregreat about changing the subject and making you think you got enoughinformation. Be sure to make a note of what happened and then move on.When the pool of talent is narrowed downto the final two candidates, it’s time for the interview team to comeup with homework assignments. An important predictor of how a candidatewill adapt to your organization’s environment is to see an example ofhis or her thought processes, analytical skills, and problem-solving,up close and personal.Effective homework assignments areprojects of reasonable size and scope that involve one of the mostcritical Success Factors listed in your Success Factor Snapshot. Thecandidate should be given all the support he or she needs to adequatelyanswer the question or complete the assignment. The candidate shouldthen return to the interview panel and present results and conclusions,and lead a question and answer discussion based on the homework. Nomatter what functional area, homework should entail questioning,analysis, research, and a panel discussion with some form ofpresentation.While homework assignments are “out there”in the hiring world, some candidates may object to doing what theyperceive as unpaid work.Most Top 5% Talent, because of theirself-motivated nature, will be intrigued and embrace the challenge. Butif they’ve had previous encounters with unscrupulous employers whoactually do assign homework and go on to use candidate ideas (eventhough they did not hire the candidate) you’ll need to reassure themthat you aren’t asking them to come up with the “right answer.”Instead, you are looking for a concrete example of their approach toproblems, their analytical and presentation skills, and their abilityto synthesize information.The scope of homework should beappropriate; that is, you shouldn’t ask candidates to dedicate fortyhours on nights and weekends to solving your most pressing problem as“homework.” Make it clear at the outset that the homework is not goingto be as deep as the actual job, and that you aren’t looking so muchfor their answer as for deep insight into their thought and actionprocesses.