Ask Great Questions – Dummy

In an earlier post we discussed questions that were appropriate for a first interview, today’s post looks at subsequent interviews and some of the issues we can now raise comfortably.

 As with all qInterview.smalluestions I suggest that you focus on having a conversation rather than a Q&A session. This will allow the questions to flow. To that end I have grouped thoughts together rather than specific questions.


 The Business

  • Sometimes, most often with private companies there are financial and organizational pieces of information that can be tough to ferret out. This can be an appropriate time to ask about the organization’s profit, margins and market share.
  • What does the organization look like and may I have a look at the org chart? This together with how the business has changed over time, the culture and future prospects are also now on the table.
  • Questions regarding size of departments and the future growth can be introduced.
  • Where product or service details have been limited this can now be addressed. This is also the time when you can introduce questions as to competition, sales and marketing practices and current performance.
  • Future plans and ideas, new and existing business locations should be discussed.

 The Position

  • Leadership questions such as “Who will I be reporting to?” and “What is their style of supervision and leadership?” are fair game and this is also the time where you might ask to meet the person who you are replacing if they are still with the organization.
  • Staff turnover and average length of tenure are questions you should be addressing as they will give clear indicators as to the performance of the leadership function.
  • The ability to achieve promotion is an acceptable question but should be tempered with caution as this may be looked upon as trying to grab the job of the person who is interviewing you before you get your feet under the desk.
  • Performance evaluation, How will my performance be evaluated?  What are the expectations in performance in the first 3, 6, 9 or 12 months? How does the process work?
  • How would I best learn the practices, policies, and expectations that will enable me to function successfully?
  • What are the main problem areas that need attention in the position? Who sets the priorities for this position?


  • If asked what your salary expectations are you could respond with “What is the salary range for this position?” In the same way you can use this as one of your questions if it has not been raised so far.
  • If compensation issues arise it could be appropriate to ask for an overview of Medical, Dental, and Vacation policies.
  •  “Are there opportunities for career growth through education, attending professional trade shows or conferences?” would be a good question.


  • Reversing the “Why should I hire you?” question you can ask “Why is my career in safer hands with your company rather than one with your competitors?”
  • It is not impertinent to ask if you are being seriously considered for the position.

Good hunting