BloombergBusinessweek's second annual How-to issue (April 22,2012) featured an interesting one: How-to Get a Job... Here's what I found of interest ...
"When we interview, we are looking for the sort of people who ask questions, who make outrageous suggestions, and people who might even interrupt you if you say something as they get excited about how to add to that idea. Once they get here, we’ll encourage them to make silly, wrong, or improbable suggestions. Sometimes I’ll ask someone, “Did you take things apart as a child?” I’m much less interested in whatever they took apart than if they tried to put it back together again. If you can’t put it back together, that doesn’t really matter. What is important is what you learned."
"Unlike a lot of firms, we look at what someone is like rather than what they did before. We are first interested in people’s values, second interested in their abilities, and least interested in their precise skills. We want independent thinkers who are willing to put aside their egos to find out what is true. "
"We tend to think it’s better to have an A-triple-plus in one area, which presupposes an F in other areas. So maybe we end up with someone who solves problems very creatively but can’t interact with people. We look for people within uneven IQs, then we build a role around their strengths. I like to meet candidates with no data about them: no résumé, no preliminary discussions or job description, just the candidate and me in a room. I ask a fairly random question, one that is orthogonal to anything they would be doing at Palantir. I then watch how they disaggregate the question, if they appreciate how many different ways there are to see the same thing. I like to keep interviews short, about 10 minutes. Otherwise, people move into their learned responses and you don’t get a sense of who they really are."