“Job interviews are often designed as a test, but a test of what is often difficult for the interviewee to determine. Questions about questioned values or unethical behavior can be used to assess how you handle challenging situations, your ethical behavior, your ability to do what you’re told, your ability not to disclose internal company issues, and how You make decisions, your ability to explain complex situations, your experience in dealing with challenging situations and so on – or maybe all of the above and then some.”
Professor Shinkle says that because of the many possible situations and the many possible intentions behind a question, there are numerous possible response strategies to those situations.
“The strategy I most often suggest to my students is to demonstrate what I call mature professionalism. As an interviewer, one of my favorite answers to such questions is that the candidate does not talk about what they thought or did in a specific confidential or sensitive example in their past, but talks about how they think and learn in such complex and often paradoxical situations situations.
“There is strong evidence that in most situations it is beneficial to exude confidence and professionalism – confidence without arrogance. This can be done by explaining the key lessons you learned from previous experiences and what factors are now important in your decision-making on such issues.”
Professor Shinkle says that if you are faced with the same situation again, you could tell people you have considerable experience of ethical issues, but the examples are sensitive and you prefer not to go into detail. However, you should feel free to discuss what you have learned from dealing with such situations and how it has shaped your thinking.
Whether you, as someone who is not in a leadership role, is responsible for the bad behavior of others, I would say absolutely not. Professor Shinkle says that all good organizations have processes in place for dealing with ethical issues. His advice is: if you see something questionable, use such processes to determine exactly who is responsible for the kinds of things you witnessed. Then you can “escalate cautiously” if you deem it necessary.
“Of course, if the risk is severe, I would find a way to escalate it quickly while being sensitive to company policy.”
Getting a “no” to a role you were really hoping for can feel devastating. But as Professor Shinkle points out, the potential employer’s need for “more detail” – possibly with a request to disclose confidential information – may have given you an unattractive look behind the scenes. You might even have dodged a proverbial bullet. Whether that’s the case or not, I really hope that an opportunity worthy of your enthusiasm will present itself soon.
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https://www.smh.com.au/business/workplace/i-didn-t-give-enough-info-in-an-interview-what-should-i-have-done-20221005-p5bne9.html?ref=rss&utm_medium=rss&utm_source=rss_business I didn’t give enough information in an interview. What should I have done?