Sample Questions
Types of Questions:
INITIATIVE
What ways have you found to make your job easier or more interesting?
- Most jobs can be improved somewhat. Notice whether the answer demonstrates making the job “easier.” Did it make the job easier for management, as well as for the employee? Were the actions taken completely self-directed, or did they require prodding from management?
Give me an example of a project you were responsible for starting. What did you do? How did it work out?
- Probe to uncover how the applicant conceived of the goals and obstacles involved in the project, and whether he or she demonstrated planning and organizing efforts at the project’s inception. Did the applicant plunge right in, or test the waters carefully first? Does he or she seem to enjoy initiating projects such as the one described?
When have you had to produce results without sufficient guidelines or information? What did you do?
- Faced with an ambiguous situation, the person with a high degree of initiative is unafraid to act. He or she boldly collects what information is possible and strides forward purposefully. He or she declares goals and objectives, enlists support from other and begins the first step with a minimum of complaints. Look for a pattern of confident, creative activity which produced results in a difficult situation.
STRESS
In a past job, what was most likely to create stress for you? For example, a tough deadline? Juggling priorities? Meeting others’ expectations? Why?
- The items stated indicate an important aspect of the candidate’s personality. Probe to determine what about the situation was stressful. For example, if applicants say “meeting deadlines,” this may mean they are perfectionists and dislike letting go of their work. On the other hand, it may mean they are somewhat unorganized. Finally, it may simply mean they are not receiving the help from others they deserve on the job, making them resent management.
Which situations have made you feel pleasantly surprised or excited at work? Give me an example please.
- Some people never feel this kind of stress at work. An applicant of this nature may be steady, but it is unlikely that he or she will become an excellent employee. The best employers know this adrenaline surge well and welcome it. Can your position supply the situation they desire?
What aspects of this job do you think would be most stressful for you? Why?
- This question is a good way to determine if applicants truly understand what they will face on the job. The aspect they state is most likely what they fear being able to handle. Try to find out what it is about the particular job responsibility they anticipate will be troublesome.
How do you handle the need to juggle priorities or projects? What have you done to accomplish this?
- Many applicants have had to face this sort of stress before, even those right out of college. Has the applicant responded by developing new techniques, a better “to do” list, for example? Better skills (such as increased assertiveness or an ability to “manage upward”)? New values (learning to “roll with the punches” for instance)? The resourcefulness of the applicant is a test case for his or her ability to deal effectively with other stresses likely to be encountered on the job.
MOTIVATION
What has made you feel excited about coming to work? When have you felt “down” or unfulfilled by a job?
- Probe for clear examples. Find out whether factors were involved which were unique to past jobs. Make sure the “excitement” can be generated again by factors within your current control.
What do you need from an organization to feel motivated?
- Get specific answers which might include: working conditions, benefits, supervision, training, salary, raises and organizational culture. (Some organizations inhibit real motivation in all but the most internally-motivated).
Why did you choose this profession? What rewards does it give you? Why do you stay in it?
- Look for a feeling of pride in work, of “That’s what I’m best at!” Watch out for a feeling of resignation, of being at a dead end.
What is your definition of success? Follow-up: How are you measuring up? How will you go about achieving that goal?
- The definition stated must be matched to the position available. For example, if the answer puts success in terms of power, money, prestige or influence, the applicant will not be happy for long in most low-paying, non-exempt positions. Try to discover how the job applied for will lead the applicant to his or her success goals. If he or she is unclear about this, the candidate will be unlikely to become a long-term happy employee of your organization.
Please describe how you set and measure your work goals.
- Is the applicant results-oriented? Determine how detailed the goals are and whether they seem realistic, measurable and specific. The extremely goal-oriented candidates set their goals without waiting for others to instruct them. In fact, they usually set goals for non-work activities as well. Does the candidate fit this profile?
Describe which job and which manager got the most out of your potential. What made that situation so productive?
- This question allows applicants to tell you how they like to be managed, and which activities make them feel productive. Highly goal-oriented individuals may speak of being given procedures, goals, measuring tools, regular updates, and accountability with enough authority.
How do you monitor the progress of assignments and projects?
- Goal-oriented people often accomplish a lot not only because they have a destination; but also because they constantly measure the progress of their journey. Does the candidate use methods such as project boards, “tickler’ files, progress reports, or simple reminder notes to keep track of his or her accomplishments? These are some of the indicators of goal-oriented candidates.
What would your last supervisor or manager say about your attendance or punctuality? How many times would he or she say you were absent or late this year?
- Variations of this question have been used for many years by interviewers. The applicant generally assumes the interviewer may call the past manager and that he or she should therefore be truthful. Follow-up: Would the manager tell me you were dependable? How did you demonstrate that dependability through your attendance/ punctuality?
Can you meet the attendance requirements of this job?
- Of course, you must first explain what they are. This is a good way to stress the importance of attendance and get the applicant to commit to it with a simple (but hopefully emphatic) yes. If the applicant replies “no,” there will probably be extenuating circumstances. If you suspect that they are medically related, ask no further question about them. The EEOC’s Guidelines on Making Preemployment Disability-Related Inquiries Under the ADA prohibits interviewing questions that may elicit disability-related information. (See the Appendix for a complete summary of those guidelines.)
- If attendance is an essential job function, you should state that fact at this point, however, you are not unlawfully discriminating when you do not hire someone who cannot perform an essential job function.
CREATIVITY AND INNOVATION
Please tell me a great idea you have seen in your field recently. Why was it unique?
- The idea cited will reveal something about the applicant’s measuring stick for creativity. Does the example given strike you as truly creative or innovative? The idea may also tell you the kind of creative ideas you might expect from the applicant. For example, is the idea a synthesis of old approaches, or truly new? Is it a practical idea, or more abstract?
What is the most creative thing you have done in a past job? How did it occur?
- Find out if the creativity was in response to a demand or request from others, or whether it was self-generated. (This will help you know what the new manager should do to maximize the applicant’s creativity.) If the example cited is more than a few years old, ask for a more recent example, too. Did these examples have a long-lasting impact? Did others benefit from them? How?
PROBLEM SOLVING/ANALYTICAL SKILLS
Give me an example of a difficult decision you had to make at your last job. How did you resolve it? Follow up. Why did you choose that method rather than another solution?
- The applicant should explain how he or she identified the real problem. Probe to find out the methods used to analyze the problem and the questions the applicant had to answer to arrive at possible solutions. Look for a problem situation analogous to ones he or she might face in the new position; for example, a “people” problem or a “hard data” problem of facts and statistics. Find out the time pressures involved and whether he or she explored alternative courses of action alone or with others – this will help you determine how the applicant will go about solving problems.
What kinds of problems do you feel you are uniquely qualified to solve? Give me an example of how you have demonstrated this.
- Some applicants will describe their training or education, others what experience has taught them. These self-description questions can be very revealing. Applicants will usually describe their problem solving ability by (a) concrete skills (“give me the pieces to the puzzle and I’ll put them together for you”), (b) abstract (the ability to analyze and organize ideas and concepts), or (c) creative problem-solving (formulating new approaches, perhaps innovating on-the-spot solutions).
What is the biggest error in judgment you have made in a previous job? Why did you make it? How did you recover?
- This question can help reveal weaknesses in the candidate’s approach to problem solving or decision-making. As a follow-up, ask how he or she has since guarded against those kinds of errors. No problem solver makes the right judgment every time. Assess whether he or she took a calculated risk, or simply made an unthinking blunder. Finally, determine what he or she learned from the experience.
CAREER AMBITIONS
A year or eighteen months from now, what would you see yourself doing on a typical day if you get this job?
- Look for a realistic assessment that matches what you see them doing in about 6-9 months. If they are overly ambitious and have unrealistic ambitions, expect trouble – unless they have a real plan to get where they expect to go. As they describe what they will be doing, study their reactions. Do they seem fearful? Confident? Confused? What does this tell you about them?
What do you consider your three greatest career achievements? Why did you pick those?
- These simple questions will help you discover how the applicant views his or her career. The achievements presented are quick guides to what the candidate wants out of his or her career. What does the applicant feel proud about? Money? Responsibility? Growth? Position? Learning? Note to what extent the position available offers these rewards.
How have your past jobs prepared you for this one?
- Some candidates see their careers as a steady progression, each job leading neatly to the one in front of it. Others move through their careers, surprised at the twists and turns they must negotiate. Regardless of the career path taken, a sharp-thinking applicant can assess what talents and skills he or she can bring from past experiences to apply to a new position. These questions also allow you to find out how well the applicant understands what skills, knowledge, and abilities are needed in the job.
ABILITY TO LEARN
Give me an example of a situation at your previous employer when others knew more than you. How did you close the gap?
- The self-motivated person will close the gap by self-study and asking questions of qualified people. He or she will ask for extra help, and will work long hours to catch up. Ask specific questions to determine what the applicant did without organizational support, as well as through formal channels.
How do you keep up with the changes in technology (terminology, information) in your field?
- For many jobs, training and education are necessities. Does your applicant perceive this need? Does he or she seek knowledge through a variety of sources—for example, periodicals, books, and seminars? Follow up with questions concerning new technology or techniques in your field. Does the applicant seem aware of them and speak about them knowledgably?
How soon could you learn this job well enough to become productive and valuable to us?
- Much learning depends on confidence and commitment. Try to ascertain whether the applicant is confident about learning and, of equal importance, whether he or she is making an estimate based on experience and knowledge, or whether it is simply a guess meant to impress you.
DEPENDABILITY
If we hired you, could we count on you without fail?
- Watch carefully what the applicant speaks clearly and confidently about. If applicants are unable to answer this question easily, it may mean they are unsure of their own dependability. Ask follow-up questions. For example, if the applicant says, “To give you my best every day,” you might ask, “Can you give me an example of how you’ve demonstrated that at your last position?” Generally, the more concrete and confident his/her announced commitment, the more you can be certain of it.
What is an example of something you’ve done that showed your most excellent performance? Be specific.
- This gives applicants an opportunity to “fire their best shot.” Try to get an idea of the actual impact on their organization by the example they give, the time frame within which it was accomplished, and who else deemed it excellent.
What are the three or four bottom line (most critical) ways you measure success in your job? What would you list for this job?
- The answer will reflect the applicants’ orientation or values, as well as their understanding of the importance of clear goals and measures. Look for specific, easily determined measures, and an “educated guess” concerning the position applied for. In other words, assess how well the applicant sizes up “success” with minimal information about the position.
FLEXIBILITY
Have you ever had to make a decision before you had all the data you wanted? Give me an example. What did you do?
- When the applicant was faced with a quick decision and insufficient data, how did he or she react? Notice whether this common situation seems to make the applicant uncomfortable.
Has a policy or directive come down with which you really disagreed? What was it? What did you do?
- If the applicant experienced this situation, he or she had many options. Among them: ask management for the reasons and argue his or her case; accept the directive quietly and smolder silently; engage in sabotage, overtly or covertly; find co-workers who also disagree and organize a protest; leave the organization. How did the applicant react, and what does this tell you about his or her flexibility?
ORGANIZATION, ATTENTION TO DETAIL, AND TIME USAGE
In your last job, if something wasn’t due for several weeks, when and how did you approach getting it done?
- Perfectionists typically will be uncomfortable waiting to begin a project. They will begin work early so it can be done “right.” Other applicants will wait until they “really need to do it.”
Describe a busy day at your last job. How do you organize a day like that?
- First, see whether the busy day actually sounds busy to you. Next, see how excitedly or readily the applicant volunteers the answer. Those who are well-organized will usually be pleased to share their systems with you.
How do you decide what you should work on next?
- Those who are not well-organized often have no idea what they will do next. They may “hop” from one demand to another, or do whatever catches their eye next. Well-organized applicants set priorities according to an orderly system and allow for normal interruptions.
How do you monitor things which need your attention?
- This is a general question which should help you understand your applicant’s ability and experience at setting up reporting systems. Does he or she depend on a set, organized approach to monitor needed items? Does he or she seem to have a good grasp of which items need attention?
INTRAPERSONAL COMMUNICATION SKILLS
Give me an example of the kind of co-worker (manager, customer, etc) whom you find difficult to communicate with. Why?
- The personality type or individual described will point to areas in the applicant’s make-up where he or she may need to change. For example, if very aggressive people bother him or her, you will want to evaluate the applicant’s toughness and assertiveness. In addition, you will need to discuss typical personalities he or she will have to deal with in the position, and find out the applicant’s reaction to them.
Name one recent success you’ve had in dealing with (a patient, vendor, customer, etc). How did you accomplish it?
- In describing their success, applicants will usually describe how they view themselves in relation to others. (“I was really just trying to help her,” or, “I kept my cool no matter what he said”). These questions will help you determine how self-aware the applicant is, and in part, what he or she feels “success” in interpersonal relations is.
What have been your least successful relationships at work? What did you do to try to create a better relationship?
- Another variation of question 2, this one focuses on the applicant’s willingness and skill at mending relationships at work. Probe to uncover whether the applicant made an honest attempt to adjust his or her style to make the relationship work.
What would you do if a co-worker made a derogatory comment about another co-worker’s race or religion?
- Another variation will elicit information about the applicant’s sensitivity to discrimination issues. A company can avoid many sexual and other harassment incidents by asking pointed questions of applicants and not hiring those who show lack of mature judgment.
CONFLICT
Give me an example of a recent situation when you disagreed with someone on the job. What were your options for settling it? Why did you choose the option you did?
- Use the situation as an opportunity to understand the applicant’s way of dealing with conflict. Ask follow-up questions to determine whether the example cited is representative. Does the applicant tend to smooth over conflicts? Withdraw completely? Compromise his or her position? Does he or she take the time and energy to hear the other person’s point of view, and then attempt to find a long-lasting solution? Finally, notice how the applicant treats the emotions involved – were they discussed and acknowledged, or disregarded as not important?
What kinds of disagreements are you able to handle easily? Which have you been involved in which were upsetting or difficult for you? (Which was one which was not as easy to handle?)
- Let the applicant explain his or her strengths. Ask why he or she was able to handle those people and situations easily. Typically, the applicant will tell you what skills or traits come easily to bear upon conflict situations. Problem the difficult situation to learn more. Was it the situation (time factors, expectations, working conditions, work load, etc.) Or the type of personality which made it so difficult?
What is the most unpopular stand you have taken in a job? Please describe.
- Look at your own organization to determine whether you truly tolerate unpopular stands. If the applicant had a good “cause,” how did he or she deal with criticism and unresponsiveness? Listen for signs of inappropriate blaming and self-righteousness.
COOPERATION
Give me an example of a time you had to take the lead with your work group to get a task done. How did you get cooperation?
- Can the candidate enlist the cooperation of others? Look for a knowledge of team functioning – for example, the importance of setting an example, recognizing team members’ contributions, listening well, setting clear plans, goals and objectives, achieving consensus decisions, and working through conflict positively. Does the applicant’s answer sound convincing? Can you imagine others following him or her confidently?
Would you rather work on a team or on your own?
- This classic question is often used to evaluate and applicant’s willingness to work in team settings. Try to determine, however, if the “team-oriented” individual prefers teams for a positive reason (better creativity, more spirit, more fun, higher expertise, etc.) Or for a more negative reason (dependency, more anonymity, inability to set and maintain individual standards or plans).
What is a “pet peeve” you have had about an organization or an environment you’ve worked in?
- Does the “pet peeve” seem justified? How did it affect the applicant’s morale and cooperation? Is the same “pet peeve” a factor in your organization?