Insights from AT&T's Business Operations Head on Candidate Selection

For over a quarter of a century, Jennifer Van Buskirk has been a pivotal figure at AT&T, overseeing a substantial workforce of approximately 20,000 employees. Her extensive experience naturally includes a deep involvement in recruitment.

Years back, Van Buskirk took the initiative to start a new venture that eventually became Cricket Wireless, a successful offshoot now integrated into AT&T's operations. Cricket Wireless boasts a valuation surpassing $6 billion and caters to more than 13 million clientele, according to AT&T representatives.

Emphasizing Boldness in Hiring Practices

Throughout the development of her dream team, Van Buskirk realized the importance of identifying individuals who are not just dreamers but doers, those who dare to take significant risks. This realization was crystallized into two specific interview questions that she continues to utilize for evaluating potential hires.

The Risk Question: A Measure of Courage

The first key question Van Buskirk poses to candidates is centered around risk-taking, asking them to recount the most substantial risk they've taken and the reasoning behind it. "When initiating change or breaking new ground, it's crucial to have team members who flourish in such dynamic scenarios," she explains.

Van Buskirk is open to hearing about risks taken both in personal and professional realms but consistently seeks those stories that reflect sizeable, daring moves and gauge a candidate's comfort with being in uncomfortable situations. Examples she often encounters include stories of individuals relocating internationally or changing career paths.

Reflecting on her own life, Van Buskirk notes her personal affinity for taking chances, such as her experiences with skydiving and establishing a business. She respects candidates who demonstrate similar boldness.

She observes that those lacking in such experiences tend not to excel in environments that demand adaptability and risk-taking. "You must be willing to navigate uncertainty," she remarks.

Van Buskirk recalls a candidate who considered marriage their biggest risk but did not make the cut. "The answer suggested either a lack of good judgment or an overly cautious nature," she reflects.

The Reflective Question: Gauging Ambition and Imagination

The second pivotal query she asks is hypothetical: if given the chance to start anew, what changes would they implement and why? This inquiry is designed to uncover the extent of a candidate's audacious thinking. Bolder responses are preferred, including answers that challenge the status quo, like suggesting a complete role overhaul.

Despite having implemented these questions over a decade ago, Van Buskirk believes they remain relevant, especially as AI continues to reshape the professional landscape. She emphasizes the limiting factor is usually only a person's capacity to envision grand possibilities.

Van Buskirk expresses that responses focusing on minor career tweaks reveal a lack of broader, transformative thinking. "This approach won't suffice because there's perpetual room for large-scale improvement if one dares to dream ambitiously," she asserts.