Identifying Innovative Candidates

By Ken Westray, PE, NPDP

Think of the thermos - it keeps hot things hot and cold things cold. How does it know? That's precisely the challenge we face in the new product development process. How do you know a candidate is innovative from an interview? What type of questions do you ask?

There are at least two separate approaches. The first is to create simulated challenges during an interview. For example, have candidates explain to a 7-year-old child what a database is using three sentences. Or, ask him/her to provide an estimate of how many gas stations there are in the U.S.

Another way is to take a holistic view of candidates. Carefully review their education and experience. Have a free-flowing conversation with open-ended questions rather than a formal interview. Consider these background guides:

• Does the candidate speak more than one language? Languages grow out of cultures; borrowing an idea from one and transplanting it into another is a developed skill - one that's useful in new product development.
• Has the candidate been effective in different parts of the U.S. or the world? Give extra credit for those who have lived, worked, or gone to school in different countries.
• Do they have interests that require different skills? Think of someone who enjoys running or cycling or plays a musical instrument. Give extra credit for those playing in an orchestra. They work creatively yet are part of a disciplined team.
• Ask your candidate to describe a situation where s/he failed early in a process and later succeeded. You can gauge a candidate's experience at recognizing an unsuccessful approach early on and adapting to it quickly. As the mantra goes, "Fail early, last long."
• Ask what mistake taught him/her the most. From experience, we know that product development rarely sails smoothly through all stages. Rather, it's a combination of mistakes and triumphs. Seeing mistakes as a cue to adopt a different approach rather than a personal rejection is a major strength.

Hype derails new product development when firms value form over substance and considers old wine in new bottles as innovation. The main lesson is that innovation is in the mind of the customer, not the supplier.

How much does the candidate value innovation? Remember that people drive innovation. Organizations need people who are willing and able to make mind shifts that deliver new value.

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