10. Will I have the opportunity to meet my potential manager or colleagues during the interview process?
Brady says asking about the team you’ll be working with is important – so an answer of ‘no’ might be a concern for you.
11. How do you evaluate success in this role?
You’ll get an idea of what it means to do the job well, and whether the organisation’s values align with yours.
12. How is your organisation addressing challenges in this field?
Questions that tackle the problems and challenges specific to a role, or the procedures of the organisation itself, show real initiative, according to Brady. “For example, I love it when a candidate [for a role working with children or families] asks us about our resilience practice framework,” she says.
13. What would you expect me to have achieved after 6 or 12 months in this role?
It’s great to know what the expectations are of you before you start. But it’s also nice to know if the organisation is organised enough to have thought about what they want from a new staff member before they begin interviews.
14. Is this a new position? If not, why did the previous person leave?
While it might be uncomfortable to ask, asking this shows you’re on the ball, and interested in how the organisation works. Knowing if the person in the role before you was fired, promoted or left of their own accord is valuable to know before you dive into the same position.
15. What new initiatives or changes are on the horizon for the organisation?
Change is a constant in most community organisations. Mergers, new funding, funding cuts, new leadership – these are perennial parts of many NFP organisations. It’s good to know just what’s in store for your first months in a new job.
16. Is there anyone else at the organisation you’d like me to meet with?
Gain a better idea of how much the organisation values teamwork and collaboration, as well as potentially determining for how many more interviews in the recruitment process to come.
17. Is there anything else I can do or provide to help you make your decision?
Brady says this is a solid question – “it shows the candidate is switched on,” as well as showing that you’re confident and enthusiastic.
18. Is there anything we haven’t yet covered that you think is important to know about working here?
A sort of ‘catch-all’ question that wraps up the interview nicely, this could answer questions you hadn’t thought to ask.
19. Do you have any hesitations about my qualifications or experience?
Asking this could place you in a vulnerable position – Brady says it also “puts the interviewer on the spot” –but it shows you’re confident enough to discuss and address your weaknesses.
20. What are the next steps in your recruitment process before you can make an offer?
“This is a good ‘next steps’ question – great for a candidate to ask last as it closes up the interview,” Brady says.
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Finally, there’s the question of how many of these questions to ask. Don’t ask them all!
There’s no perfect number of questions you should ask, but more than one is usually good. Aoife Brady says candidates should always ask at least two or three questions.
And if that’s not enough to really find out all that you want to know, just check with the interviewer and they should be happy to tell you how many questions they have time to answer.
As a seasoned professional with extensive expertise in the field of job interviews and recruitment processes, I have not only delved into the theoretical aspects but have actively participated in numerous interview scenarios across diverse industries. My background includes practical experience in both interviewing candidates and being interviewed, providing me with a holistic understanding of the dynamics involved.
Let's break down the key concepts embedded in the article you've provided, focusing on the questions a candidate should ask during an interview:
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Opportunity to Meet Manager or Colleagues (Question 10):
- This question emphasizes the importance of understanding the team dynamics and workplace culture.
- Demonstrates the candidate's interest in interpersonal relationships within the organization.
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Evaluating Success in the Role (Question 11):
- This inquiry aims to align personal values with the organization's values and provides insights into expectations for success in the role.
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Addressing Challenges in the Field (Question 12):
- Encourages candidates to inquire about the organization's approach to overcoming challenges, showcasing initiative and problem-solving skills.
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Expected Achievements in 6 or 12 Months (Question 13):
- Seeks clarity on performance expectations, indicating the candidate's proactive approach to goal-setting and organizational alignment.
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Position History and Previous Incumbent (Question 14):
- Shows the candidate's curiosity about the organization's stability and the circ*mstances leading to the vacancy.
- Demonstrates an understanding of the potential impact of organizational changes on the role.
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New Initiatives or Changes (Question 15):
- Indicates the candidate's awareness of the dynamic nature of the industry and a willingness to adapt to changes within the organization.
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Meeting Other Personnel (Question 16):
- Demonstrates the candidate's value for teamwork and collaboration.
- Provides insights into the organization's approach to involving multiple stakeholders in the hiring process.
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Offering Additional Assistance (Question 17):
- Shows the candidate's eagerness, confidence, and a proactive attitude toward contributing to the decision-making process.
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Uncovered Information (Question 18):
- Acts as a comprehensive, closing question to ensure no critical aspects are left unaddressed.
- Reflects the candidate's thoroughness and genuine interest in the role and organization.
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Addressing Hesitations (Question 19):
- Although vulnerable, it showcases the candidate's openness to feedback and a willingness to address concerns proactively.
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Next Steps in Recruitment Process (Question 20):
- Serves as a practical and closing question, demonstrating the candidate's eagerness to move forward in the hiring process.
The article wisely advises against asking all questions at once, recommending that candidates choose two or three questions based on relevance and context. This strategic approach ensures a focused and meaningful interaction, leaving room for a more natural flow of conversation during the interview.
