Ever wonder why you were passed over for a position after interviewing even though you had “all” the skills the hiring manager was seeking? You may have even thought that you aced the interview and that you had excellent personal chemistry with the hiring manger or the entire team in general.
One of the things I coach every candidate on prior to any type of an interview (phone, Skype, or onsite) is the necessity of asking highly relevant questions to the people you will meet. I advise candidates to have at least three to five questions prepared and they should be well thought out and focused or the job you are seeking.
In a competitive job market asking highly relevant questions on an interview will set you apart from the people you are competing against for the position. The questions need to be highly targeted to show that you did your homework on the company, their products or services, and the position itself.
The questions should not be focused entirely on whether or not this opportunity will be good for the advancement of your career goals and should never be about compensation, benefits, or vacation time. Those types of questions should only be asked after you have been informed if a job offer will be pending.
The questions should always be targeted on the responsibilities and expectations of the position, the long-term goals of the organization and the team you will be a part of, and on how your skills and experience can bring value to the organization.
Good questions will always let your interviewer know that you have done your research prior to an interview. Spend time online on the organization’s website, reading white papers and press releases, and take good notes.
Some of the questions you ask should have the sole intent of letting your interviewer know that you have prepared very well for the interview. There is a direct correlation between the questions you ask and the level of interest you display to you interviewer and that could make the difference between success or failure during the interview process.
By: Walter Colgan