- Questions provide you with feedback that can be used to answer future questions.
- Questions show your level of interest and competence.
Employers pay closer attention to your responses than to your questions.
REALITY
Questions demonstrate your aptitude for absorbing the information that is transpiring in the conversation.
Using Questions to Develop a Data Base
Most interview processes require multiple meetings with individuals from different functional areas. For example, a candidate for a plant manager's position might meet with the CEO, CFO, and the VP of operations. By asking questions about company policies and philosophies, you can gain valuable insight into those factors viewed as sacred cows. If a company is market-driven, you need that information before you can give your insights on how cost-effective manufacturing strategies will make selling the product an easy task.
Questions will also provide valuable background information on the decision makers in the company. Appropriate questions can uncover preferences and attitudes about the position you're interviewing for.
Let's say you're interviewing with a company that is going outside its staff to fill the position. It's prudent to know the sensitivities of the people who were bypassed for the position. You may find that there are several individuals who will try to dissuade you from coming on board, hoping the company will change its mind and reconsider insiders for the position. Then, once you meet with top management, it's perfectly acceptable to air the negative issues that were raised by these individuals. This action will clear the air and provide you with the motivation for the comments of others.
MISCONCEPTION
Too many questions show that you are not comprehending the gist of the conversation.
REALITY
Questions are a sure sign that you are listening and paying close attention to the conversation.
Using Questions to Show Interest and Competence When decision makers compare notes after your interviews, the ultimate compliment you can receive is that you asked good questions. It is a tribute to your intelligence and genuine interest in the company.
However, to receive this compliment, you must learn how and when to ask the right questions. As easy as it sounds, probing for information without alienating the respondent is an art.
To uncover the facts, you should only ask questions for the sake of learning and not for the sake of asking.
"I see where this company increased sales by 25 percent last year. What a great accomplishment. How did you do it in such a tough market?"
This interest-driven question, asked in a friendly manner, will provide an open-ended response that will afford you valuable information about the person's interests and strengths.
This same question asked in a different manner could be taken as a challenge, irritating the interviewer.
"Did your department make any contributions to the sales increase last year?"
The gut reaction of the respondent, who by the way is interviewing you, may be "None of your business," and the issue will be handled with vague generalities
MISCONCEPTION
It is best to ask questions about benefits and vacation policies early in the process so that the employer knows you are interested in the position.
REALITY
Asking questions about benefits too early in the interview can send the signal that your priorities of getting the job and staying in the competition are out of order.
Another important aspect of questioning is the timing. Asking nitty-gritty questions early in an interview can negatively impact the interviewer's perception of your overall management style. Questions that focus on vacation, sick pay, education benefits, and insurance should be saved for final discussions. Broaching these topics any earlier will signal your tendency to "sweat the small stuff" versus "look at the big picture."
It is safe to assume, in most high-level positions, that if you prematurely raise issues like benefits and vacation, it may cause a deal to break down. You should always wait and let the employer raise these issues. Focus your questions on attitudes and strategies. Questions dealing with budgets, staffing, and technology are suitable and necessary for both you and the employer.
To gain some insight into areas you think are important, try using the following non-challenging phrases as lead-ins.
- "Please explain a little more about that unique strategy."
- "Assuming I come on board, what would be your expectations?"
- "Would you please elaborate a bit more on that interesting point?"
- "What are your feelings on . . ."
When you complete your tryout, the employer should know, without doubt, your level of competence and true interest in the position.
One of the best ways to cement the deal and leave a lasting impression is to ask one final question.
"Now that we spent the day together, do you think I am the right person for the position?"
Now on the surface this may appear to be a bold question that puts the interviewers on the spot. But I can assure you if the interviews have gone well, the question will be interpreted as a sure sign of your confidence and interest.
It is to be hoped they'll respond, "If you really want the job!"
