5 Things To Ask In A Job Interview
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“Do you have any questions for me?"
This is typically the final question you will be asked in a job interview. Ask the wrong questions and you might look like a bad fit. Ask no questions and you might look indifferent, inexperienced, or uneducated about the position.
Asking the right questions—aside from proving yourself to the hiring manager—is one of your best (and last) chances to determine whether the job and company are a good fit for you. Here are five questions to consider:
Why Is The Position Open?
This is actually an extremely important question that should be asked during every job interview because the answer will provide important insights that, should you get an offer, will play a major role in your decision to take the job.
Jobs open up for a variety of reasons—some positive, some negative. Was the job created because the company is expanding? Was the previous person promoted? Or did they quit or get fired? Are you replacing a high performer, or a poor one?
The employer's answer will help you determine whether the job has room for growth or a high turnover rate, and give you a better idea of how to manage expectations.
What Is A Typical Day Like For This Position?
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Most job postings list the position's responsibilities without saying how much time is allocated to each responsibility. You want to know this information for two reasons.
First, if your typical workday includes spending hours doing something you dislike, you may want to reconsider whether it's the right job for you. Second, by discovering which job functions are most important to the employer, you can tailor the remainder of your interview to those areas and include them in your interview follow-up email.
How Would You Describe The Company Culture?
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It's always good to get a sense of a company's culture and whether you fit into it. The employer's response to this question will help you understand what it's like working there day-to-day, what the company values are, how colleagues interact with one another, and so on.
Another good way to get a sense of company culture is to ask this question:
Can you tell me about one of your most successful employees and what makes them successful?
If the answer includes an employee who takes on a lot of extra work and works way more than 40 hours a week, this could be a red flag where the company's values are only grounded in work. Ultimately, you want an answer where the response includes a combination of hard work, creativity, and character.
If you're going to spend the majority of your waking hours on the job, you should make sure the company culture is a good fit.
What Are The Company's Goals Over The Next Five Years?
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Actually, a more specific question you could ask is:
What are the goals of the company over the next five years? How does this position and this department factor into those goals?
This question demonstrates your goal-oriented nature and suggests that you won't job hop right away. An informed response will give you insight into the organizational structure and how your position fits into it. An uninformed response suggests the hiring manager is out of touch with the organization, the organization does a poor job communicating its goals to employees, or the organization is not thinking long term. None of these are a good sign.
Here's another way to ask this question:
What is the company's biggest challenge in the coming years, and how does this position help you overcome it?
Do You Like Working Here?
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It's unlikely the hiring manager will say "no" but you can still infer a lot from their response. A moment's hesitation followed only by, "Yeah...I do," might be a red flag. A smile and explanation of why they like working there, on the other hand, signifies a more genuine response.
A few other ways to ask this question include:
How did you come to work here?
What do you like most about working here?
If you interview with multiple employees during your job interview, ask them each similar questions. This is particularly helpful when it comes to subjective questions (e.g. "How would you describe the company culture?" and "Do you like working here?"). Doing so will help you paint a more complete picture of the organization, which will help you make the best decision once you're offered the job.
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This article was originally published at an earlier date.
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Blog Does The Board Really Know What You're Doing? Anthony BrandaJuly 22, 2022
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At times during my career, I've wondered if my concerns were adequately communicated to the board of directors or whether they appreciated my sense of urgency related to specific business issues within my function. I'm not alone in this. It is not just a data or analytics issue—many of my peers in the C-suite have wondered the same thing.
(Note: While this posting describes my experiences as a CDO or CDAO, the action steps I'm suggesting are relevant to all functions.)
Upon completing my Ph.D. in 2018, my career took me overseas to Thailand, New Zealand, and Bahrain. I observed many business practices that were culturally different from that with which I was familiar. I want to share my experience in Commonwealth countries (the UK, New Zealand/Australia, and others) and highlight a practice that I believe would enhance alignment, transparency, and speed-to-decision between management and the board.
With primarily U.S.-based experiences, the business culture shift I saw in the Commonwealth was very apparent. Regularly (this was not a one-off), the board actively engaged with additional levels of business managers rather than being "gatekept" by the CEO. In the U.S., as a direct report of the COO, I presented to the CEO but never to board members. It was rare that members of the C-suite regularly did so, except for the CFO and a few select others. My experience in the Commonwealth has been those various levels of management—general managers, other C-level execs, "Heads of," and sometimes even those in the lower ranks—presented papers and updated the board.
In my view, this transparency and collaboration increased the sense of being heard throughout the organization and ensured that critical strategic business issues were raised and understood. The board's engagement gave a sense of importance to the work and was connected to the larger organizational vision, a problem often raised in employee feedback surveys. CDAOs (and others) want to feel connected to the broader picture and serve the business. The linkages to the board and top management are often the glue that makes the role successful. Further, as a CDAO, this is an essential experience—as ever more investment is needed in AI, big data, and the technology that enables data analytics, more interaction with boards, will be required, as many readers of my posts have alluded to.
So, How Did The Board Increase Its Engagement With Management?
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To have engagement, all parties must speak the same language. As a CDAO, I had to understand how to communicate with the board and educate them in my functional area. To do so, I attended training (entitled How to Present to the Board of Directors) which included how to present to the board, how to write a good board decision paper, and what was called a "paper for noting," an updating document for the board on critical initiatives.
My initial reaction was that this was just an academic exercise—but no, I soon realized that it created a higher level of business transparency and helped engender more trust across the business, knowing that strategic concerns and observations could be discussed and calibrated with the board. What a refreshing change from my previous experiences!
How To Present To The Board
Bigstock1) All general managers and executives had to undergo this training. Importantly, this session was held by the chairman of the board and the CEO.
a. When writing board papers, assume no content knowledge by the board of the paper to be presented; therefore, provide context on the problem frame.
b. Decide up front if the paper (primary way of communicating in addition to in-person meetings) was for updating/education (paper for noting) or a decision (decision paper).
c. The board also conducted education days, where presentations and progress reports were given on critical initiatives that were part of the firm's strategic plan.
d. The board also hosts The Board Unplugged informal meetings over drinks, where they actively encourage feedback on what is working and how to improve the business. BTW, the managers of the participants were not invited! From my POV, this was an excellent way of behaving and mirrored the 'servant leadership' role that experts like Simon Sinek and others suggest.
[If this level of interaction and transparency exists elsewhere, I would like to hear more about it from my readers.]
e. Several times a year, the board invited both C-level and non-C-level executives to board meetings to receive updates, indeed an inclusive approach.
Tips When Presenting (Especially To The Board!) - Remember To Be Brief, Brilliant, And Gone!
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1. Bring the audience, i.e. the board, along the journey from the beginning of an initiative.
2. Give the problem statement and context for what you want the board to know.
3. Avoid using technical jargon(!) and explain things in simple business terms.
4. Know where you stand: If you mention any numbers or KPIs in a paper, be prepared to be asked about the status of these metrics. No theoretical KPI discussions; if you say a KPI make sure you can discuss your KPIs, define them, and present them, and they are consistent if the same ones are referenced multiple times in the same document.
5. Quantify the benefits and outcomes. Come with impacts and discuss the results.
This training is outstanding, especially for CDAOs. We, as domain experts, need to learn the language of board members, especially that related to running the business and P&L drivers. The board can also benefit from data analytics literacy programs, which will be the subject of a different post.
I hope this post outlines tips on how CDAOs and others can communicate with the board of directors to increase transparency, alignment, and speed-to-decision.
I look forward to your thoughts.
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If two heads are better than one, then how about ten?
The pace of change is speeding up, as is the pace of business. This brings new problems to solve, more of them and faster than ever before. New problems demand new ideas. How do you generate these ideas quickly?
One method is the very old-fashioned but very effective brainstorming session.
People often talk about brainstorming, but not many people know how to run a brainstorming session.
It’s actually pretty straightforward.
A Simple Definition
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A brainstorming session is a meeting between two or more people. One person presents a question to be answered or a problem to be solved. Everyone present thinks of many ways to solve the problem in a very short space of time. The organizer collates the ideas, then works with the group to choose the most useful, which are then used to formulate a plan.
The Process
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This can be applied to any number of people in any setting. If followed properly, the whole thing can be finished in 20 minutes or less.
Brainstorming is quite a formal process. The formality is there for a reason. The rules make the process go faster.
Make sure that all participants know and understand how the process works before you begin. When running the brainstorming session, make sure all participants stick to the rules.
Step 1: Presenting The Problem
Present the problem to be solved as a question.
The question will usually be: “How do we _____?” or “The situation is _____. Now, what do we do?”
In a face-to-face setting, write the question on a whiteboard or flip chart. In a remote setting, write your question in the chat of your communications application.
Step 2: Generating Ideas
Tell the participants that you want their answers in two or three minutes. The urgency will motivate them to come out with the first things they think of, without their thoughts being filtered by notions of practicality, or by the fear of saying something “stupid” or “inappropriate.”
In a face-to-face setting, participants can call out their thoughts while a “scribe” writes them down. This favors the more extroverted members of the group at the expense of the rest.
Alternatively, ask participants to write their idea on paper and hand those in. Where your brainstorming session is done remotely, people can write their ideas in the chat.
At this stage, the most important rule is that there is no such thing as a stupid idea. All participants’ ideas are equally as valuable. No one has the right to criticize someone else’s ideas.
This will give you more ideas than you need.
Step 3: Filtering Ideas
Here is one way for the team to filter out ideas that will not be adopted:
Assuming you have 10 ideas on the board/displayed on the screen, ask each participant to rank each idea with a number from 1 to 10, where 1 is for the best idea and 10 is for the worst idea.
Get them to call out their scores. Add them all up. The idea with the lowest total score is the “winner.”
Select a second and third choice as well, in case some external factor prevents you from running with the first idea.
Get the team to vote on the most “creative”/“original” idea as well. This cannot be included in the “top 3” results.
“Creative” ideas may not always be immediately practical but may be possible later. Look at a suitcase from the 1960s. Why did it take so long for someone to put wheels on luggage?
What Next?
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Once you have your “top 3,” then it’s up to you to decide what happens next.
Do you ask your team for a plan to bring the idea to fruition?
Do you ask them to write a proposal to pass up to senior management for approval?
That depends on the situation. Like any other conversation with a purpose, there should be a concrete result that is used in some way.
“Training” Your Team
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If your team has never done brainstorming before, they may find it quite uncomfortable and not produce the best results the first time around.
It makes sense to use it for a less important topic first, like ideas for the next team event, just to get people comfortable with the format.
Benefits
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As well as being a great way to generate ideas quickly, it can also be a bonding experience for the team. Participants will see a different side of their colleagues’ personalities and will actually work as a team, rather than as a collection of individuals who do more or less the same thing in the same office.
Over to you!
Your team is your “collection of experts.” Think of your most pressing problem. Can you boil it down into a “how” or “what” question?
Set up the meeting, run the brainstorming session, and tell me how it went!
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How Ex-NFL Player, Chris Gronkowski, Is Using Social Media To Change Careers
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Originally posted on: https://www.workitdaily.com/things-to-ask-job-interview