About the role
Your interview questions
Enter the role details and click Generate to see your interview questions here.
How to run a great interview
Most bad hires aren't caused by lying candidates — they're caused by interviewers asking the wrong questions and accepting vague answers. The right question structure forces specificity, and specificity is what predicts performance.
Behavioral questions are your most reliable signal. "Tell me about a time you…" requires the candidate to describe a real situation, not a theoretical one. Listen for specifics: what did they actually do (not "we"), what was the outcome, and what did they learn. Vague, generalized answers are a yellow flag.
Don't accept the first answer. Follow up with "What specifically did you do?" or "How did that turn out?" Candidates rehearse their openers; their follow-ups reveal more.
- Send questions to all interviewers in advance — consistency matters for fair comparison
- Take notes during the interview, not after — memory degrades fast
- Score each question 1–5 before discussing with other interviewers (prevents anchoring bias)
- Situational questions work well for entry-level candidates who have less history to draw from
These questions are a starting point. Edit them to match your company's specific context — the best interview questions reference your actual product, team, or challenges.
Common questions
Behavioral interview questions ask candidates to describe real past experiences — they start with "Tell me about a time…" or "Describe a situation where…". They work because past behavior predicts future performance. Good examples: "Tell me about a time you had to handle a difficult customer," "Tell me about a time you had to learn something new quickly." Look for specific examples, not generalizations.
For entry-level candidates, focus on attitude, learning ability, and work ethic — not prior experience. Good questions: "What made you choose this field?", "Tell me about a time you had to figure something out on your own," "What's something you've taught yourself recently?", "How do you handle feedback?" You're hiring for potential, not a finished product.
For managerial roles, probe leadership, decision-making, and people management. Strong questions: "Tell me about a time you had to manage a difficult team member," "Describe how you handled a situation where your team missed a major goal," "How do you prioritise when your team has competing deadlines?" Also ask about hiring philosophy — how they've built teams matters for a growing small business.
10–15 questions is the right range for a 45–60 minute interview. You won't get through all of them — that's fine. Having 12–15 prepared means you can adapt based on the conversation without running dry. More important than quantity: prioritise depth over breadth. A detailed, specific answer to one behavioral question tells you more than surface-level answers to 20 questions.
Behavioral questions ask about the past ("Tell me about a time you…") — they reveal how someone actually behaved under real conditions. Situational questions ask about the future ("What would you do if…") — they reveal how someone thinks through problems. Both have value. Behavioral questions are better for experienced hires; situational questions work well for entry-level candidates who may not have direct experience yet.
In the US, you cannot ask about: age, race, religion, national origin, gender, marital status, pregnancy, disability, or sexual orientation. Stick to questions about skills, experience, work history, and role requirements. If you're unsure whether a question is legal in your jurisdiction, consult an employment attorney before interviewing candidates.