Director of Recruiting
The winding off question is always tricky “So, what questions do you have for me?”
This can be the most nerve wracking question in an entire interview.
The idea of the article purported to be one that we are often touting to our candidates; that an interview is not about what the company can do for the candidate, it is about what the candidate can do for the company.
We provide each of our candidates with interviewing strategy immediately prior to their meetings with our clients. This strategy is guided by three key principles:
1) People hire people who want the job! Never give the interviewer the impression that you are unsure if you want the job. They will then be unsure about you, too.
2) People react negatively to negative information or questions. Do not put people on the defensive. Do not harp on negative things in your past. Always lead with, and wrap up with, a positive comment.
3) An interview is not about what’s in it for you, the candidate. It’s about what’s in it for them, the company, to hire you! Your questions should not be ones to which you really need answers. Make your questions ones that, once they answer, allow you to go back and explain more about why you’re a good for the role.
The entire interview should be structured around these three principles but even if you are solid all along, asking the wrong question at this stage can go against one, two or all three at once, and end your interview on a bad note.
So, we suggest candidates never ask the “Me” Questions; meaning the “What’s in it for ME, the candidate,’ such as: Benefits, Salary, Vacation, Promotion. Clearly those would violate Principle #3.
We also counsel our candidates to never ask a question that elicits a negative response, “What is your company doing to counteract the downtrend in your industry?” You may think this is give them a chance to brag but the way it is phrased puts the interviewer on the defensive, suggesting they might not be doing anything or what they are doing in not effective. Does this sound like you want the job? This violates both Principles #1 & #2.
Instead, say, “I have done some research on the company’s new initiatives and their success in raising the company’s market position. Can you tell me more about XXX or other initiatives you have in mind? This really gives them the opportunity to brag. You complimented them, putting them in a positive frame of mind and then asked them to say more good things about themselves/the company.
Lastly, asking why someone fails at their company or why people leave is basically accusing the interviewer of making poor hiring decisions, having an environment that does not promote success or having an environment where people are not happy enough to stay. This one violates all three principles at once; not showing interest in the job, leading with the negative, and asking what’s in it for you.
A better thing to ask is, “What are the key attributes of someone who will be successful in this position?” This frames the same question in a positive light and the answer to this is the one you really want, anyway! Then, you can follow up by explaining how you have those attributes=what’s in it for them!
We also suggest that a candidate ask questions that show they are a big picture thinker. “What can someone who takes on this role do in the first three to six months to really have a positive impact on your department and their goals for helping the rest of the company thrive?”
In the end, remember, by the time they are asking what questions you have, they are done with their part of the interview. So, you will probably not have time to ask question after question. Be prepared with three to four, lead with the strongest, and always make it about what’s in it for them!
Inspired and extracted from: https://www.linkedin.com/today/post/article/20140707163655-10650535--so-what-questions-do-you-have-for-me
