[3 of 3 – Continued from Part 2]
12) Could you describe what the company does to someone who has never heard of us before?
When candidates apply for jobs, they often apply for dozens at a time. Some meticulously research each one, some do their research once they get the call-back for an initial interview. But by the time you’re in the live or virtual interview room together, they should be able to describe – at least roughly – who the company is and what you do as if to a random person on the street.
However, an honest admittance of not knowing, understanding, or even forgetting to research can represent valuable honesty and the ability to respond truthfully when the truth is not always flattering.
13) What characteristics are you looking for in a supervisor or manager?
This question is critical. Everyone has things they love or hate about being managed, and you can determine a good fit in specific teams based on this answer.
Answers to this question will come in three forms: People who have had a great manager and describe their best qualities, people who’ve had a poor manager and can describe what they don’t like, and people who are genuinely not sure yet but have some ideas about what a good manager might be. Each is uniquely informative as a hiring manager and can help you guide candidates to roles and teams they will enjoy and thrive in – and away from situations they might find distasteful.
14) What is one perk or benefit that would make a job offer stand out to you?
In the competitive hiring market of today, you have good reason to ask candidates what might be that sweet-spot, deal-breaker perk that would cause them to choose between two otherwise equal job offers. Is it dogs in the office? Flexible hours for doctor’s appointments? A home office stipend?
This is not only your chance to strengthen your offer, it’s also a survey that can direct how you prioritize competitive employment packages in the future.
15) How do you see yourself growing within our company?
Professional development is one of the key indicators of employee retention, longevity, and loyalty. Employees who can grow in a role earning new skills and promotions are more likely to stay – and to speak highly of an employer when they eventually go – than those who are looking for a stop-gap role or don’t see room for growth.
So ask how your candidate sees themselves growing in the role. Seek candidates who are excited to take on the challenges and projects you present – but don’t write off candidates who simply can’t foresee the growth opportunities they would discover or be offered once in the role.
16) Do you have any questions for us?
The last question should always be an invitation for the candidate to ask their own questions. Prepare for the standards about hours, expectations, and workflow – but also prepare to be surprised. Candidates often have interesting priorities or little details that matter a great deal to them that were not mentioned during the previous conversations.
Answer honestly and as completely as you can to help your candidates do their half of determining if they would be a good fit on your team.
Building a Strong Team by Asking the Right Questions
Creating equality in the workplace starts with fair and equitable interview questions. When your interview questions are angled to discover the strengths of candidates and carefully, you can build a team of the best people, each with a unique balance of skills and talents. CPEhr and ModernHR can help you build a great team with every new hire.
