Be aware. The following information is worth a lot, if you use it in the right situation.
Let me get something straight. I generally dislike HR. I think it's mostly boring, administrative work.
But there is something I do like to do.
Interviews are a lot of fun. Especially interviewing others.
My methodology, which is not officially sanctioned, but which has been very useful, is 2 things. Incidentally, these criteria may not be what I'm good at.
1. IQ Test
For better or worse, IQ matters, especially if you want to be doing something groundbreaking, or that which the person has little experience in. Small differences can be ignored, but I'd think twice before dismissing a highly intelligent person.
2. Basic job skills test - Ask them 10 questions only someone who has worked on the project will know.
Some people will literally give you an exam, like a coding exam. I think this is not necessary and not particularly indicative of performance.
3. Psychological assessment. Understand where they came from, what their childhood was like, insecurities, any lifelong issues they may have, what are they aware of in themselves.
Not your typical HR question - "What are your strengths and weaknesses?"
I enjoy this part because it is one of the few places where I can offer real value to interviewees. Most people have never been counselled, in therapy or coached, especially those who need it. And chances are, no other interview will seek to understand their candidates in such a deep manner.
Everyone has insecurities and things that make them uneasy. Insecurities are at the heart of office politics. One persons insecurities may trigger other people's insecurities, triggering a chain reaction that brings people down. If that person knows about them, they can control them. And the less issues they have, the less drama will occur.
4. Drive. Cite past examples. What do they want? Why are they motivated? What motivates them? Is this really in line with their priorities? What is the happiest time they've ever had?
From my experience, there are many people who are extremely good at faking it. Especially the younger ones, who actually don't know what they want in life, but cannot tell you what they really think because they're told to always know what they want and are looked on as aimless when they don't.
So I convince them, in an argumentative manner, that it's totally not in their interests to try and fool me.(Because it really isn't. They'll be wasting their time and my time.) If they are being honest, their body language should become more relaxed and they are able to bring more reasons to support their thesis.
Hiring people who don't know what they want is a rather dangerous affair, forcing us to consider the other criteria more heavily - which isn't good because for most positions, being driven and naturally in line with requirements is what keeps productive and around in the long run.
5. Demo and discussion of current work.
Self-explanatory. Basically let them know what the current day consists of, if they were to be in their position now.
6. What value will you bring to the business? Monetary terms welcome.
The more original the answer, the better. Originality means that they have thought deep about the problem and are likely passionate about it. Common answers don't count for much here, because they are, well, common, and I would probably have thought of them too, which means they aren't bringing anything new.
This should also be an easy answer if they want it.
At the same time, the thing about originality is that it reduces competition, the core issue leading to much stress and invariably triggering hidden insecurities. If everyone has their own specialisation and is somewhat dependent on other specialists to do their thing, mutual respect and symbiotic harmony naturally grows.
But if you have a homogenous team of coders doing the same things without regard for personal preference, all using the same tools and in the same pay range, competition is always in the air. To achieve harmony would require each individual to find their specific strength and focus on it.
If you ask me, that's what managers are paid to do.
