Over all the years I’ve conducted management training seminars for clients, I’ve learned a ton from the participants. Managers have shared tips, tricks, and techniques that worked for them, and I particularly appreciate how their ideas are based on real-world experiences and successes. But every once in a while someone offers up a strategy that, let’s see, how can I put this … Really stinks!

Here’s one from a recent training class:

We were discussing the importance of managers asking well-thought-out, probing interview questions to get their candidates to really open up and provide candid answers. We were focusing on how managers will use this information to figure out if the job they’re hiring for is a good fit for the individual. We were also talking about why it’s crucial not to tell candidates too much up front about the job and the kind of person you’re looking for because all that leads to is people shaping they’re answers to convince you they’re exactly what you need.

Everyone in the group agreed with this concept except one guy, “Chuck.” While the group brainstormed a list of open-ended interview questions, Chuck shook his head, sighed loudly, and interrupted the conversation to say this:

“Look, you people have it all wrong. You don’t need to go through all that to find out if the candidate can do the job. Here’s how I handle it. At the beginning of the interview, after all the small talk is over, I lay out everything. I say, ‘Look, let’s not waste time here. Here’s a copy of the job description that explains exactly what I need you to do.’ Then I tell them what I expect in terms of work ethic, attitude, commitment, and loyalty. I also describe our existing team, my management style, and all the ways I think the job can be hard and even frustrating.“

He then summed up his strategy by explaining that once all his “cards were on the table,” he simply asks candidates, “Can you do this job or not?” If people seemed hesitated, asked a lot of questions, or just flat-out said “no,” he ended the interview. Only those individuals who answered with an enthusiastic “Absolutely!” got to stick around for more interviewing. He claimed he hired great people this way (although I found out afterwards from his manager that he’s actually only batting around .350 with this method).

I think Chuck’s technique is a really bad idea because I often find the candidate is the least objective person in the room. If someone wants or needs a job, in a flash they can convince themselves they are exactly the person you’ve described and could do just what you’ve outlined, even if it isn’t true. They can make themselves believe they’re a good fit for they job, and they can make you believe it, too.

But once they’re in the position, reality intrudes. Yes, they said dealing with irate customer calls for 80 percent of the workday wouldn’t be a problem, but it’s much harder than they thought. Yes, they said they were up for the challenge of turning around sales in a flat market, but it’s more daunting than they realized. And yes, they said working for a stern task masker with a tendency to micromanage would be just fine, but you’re beginning to seem like a jerk to them much of the time.

And when things start to fall apart, this is what managers like Chuck always say:

“I don’t get it. I was perfectly clear in the interview process about the job, it’s challenges, and my expectations. I can’t understand why he told me he could do it if he knew couldn’t.”

That’s just it: He did think he could do it. But, as I said before, people who really want or need a job think they can do lots of things. It’s always the hiring managers job to separate desire from reality — and to avoid really bad ideas.

Janna Mansker is vice president of client services for Berke, a human resources consulting firm, where she leads the company’s education initiatives and advocates for clients. She can be reached at janna@berkegroup.com.