Quincy Jenkins, EdD
Vice President of Organizational Culture and Engagement, Chattanooga State Community College
“Can you share an example from your professional experience where you navigated a conflict with a colleague?”
Hiring talented employees is one of the most critical activities for any organization. However, it carries inherent risks for both parties. Candidates may find that the job does not meet their expectations, while employers might discover that the candidate has overstated their skills or does not exhibit the positivity or initiative demonstrated during the interview process. Building a culture rooted in care and accountability requires individuals who not only uphold its traditions but also embrace the inevitability of change. Therefore, understanding how candidates perceive themselves and their role within the organization is essential to making informed hiring decisions. To gain insight into their self-awareness and collegiality, this is one question I like to ask. The candidate’s response may illuminate their approach to both empathy and accountability in teamwork.
Becky Farmer, MBA
CEO, Center for Sports Medicine & Orthopaedics
“If we could provide your dream job, what would that be?”
It’s my privilege to be the first line of communication for physicians who are interested in joining CSMO. While reviewing skillsets and experience is a necessary part of the process, those elements are often apparent from a resume. The real challenge – and the most critical part of the selection process – is determining how well a candidate aligns with our team-oriented values and collaborative culture. To do this, I prioritize asking questions that reveal whether the candidate’s mindset is more “team-focused” or “individual-focused.” While it’s certainly important for a physician to develop their individual practice and achieve personal growth, our organization thrives on teamwork. Physicians here are part of a collective effort, working together to deliver the best outcomes for our patients. One of my favorite questions to ask is, “If we could provide your dream job, what would that be?” This open-ended question encourages candidates to share their true aspirations and priorities. Their response often gives me a clear sense of whether they value collaboration, patient care, and teamwork, or if their focus is more self-driven. Ultimately, this question provides valuable insight into the candidate’s mindset and their potential fit within our organization – making it an essential part of my initial evaluation process.
Eric Kaulfuss
Director of Talent and Employee Engagement, Chambliss, Bahner & Stophel, P.C.
“Tell me about a new work-related skill you have picked up in the last year. What made you decide to learn about it? How did it enhance your performance?”
I ask this question and the follow-ups because I believe the most important quality we can look for in someone is a growth mindset. When I talk about a growth mindset, I mean a genuine desire and a proven track record of being curious about learning and improving oneself. Too often, hiring managers and HR professionals focus on finding candidates who have done the same type of work before. While this helps fill the current need, it can lead to solving old problems rather than preparing for the future.
By hiring individuals who love to learn, are innately curious, and can adapt quickly, we can effectively future-proof the organization. People with a growth mindset often become early adapters or fast followers, which can drive efficiency and productivity across the board. A less formal question I like to ask is, “What are you currently reading?” I am not looking for a specific genre or type of book; I want to know if they enjoy consuming knowledge. This is another way to identify someone with a growth mindset.
Janell Satterfield, SPHR
Director of Human Resources, Lee University
“What are three things that would cause you to stay at our organization, and the one thing that would cause you to leave?”
This interview question provides valuable insights into a candidate’s motivations, values, and long-term alignment with the organization. It takes the focus off just the job itself and gives you a bird’s eye view to what drives the candidate and keeps them engaged. By asking what would make them stay, you learn what aspects of a company are most important to the candidate. You also get insight into whether a candidate’s priorities align with your organization’s. The “one thing that would cause you to leave” part helps uncover deal-breakers for the candidate. This insight allows you to assess whether there are any structural or cultural elements of the organization that might conflict with the candidate’s needs or expectations. This question fosters a more candid and conversational interview. It signals that the organization values transparency and wants to create an environment where employees feel heard. By asking this question, interviewers can evaluate whether the candidate is likely to thrive and stay long-term while also proactively addressing potential mismatches before hiring.
Amanda Jelks
Owner & Managing Attorney, Jelks Law
“If your best friend described you, what three words would they use?”
I love this question because it invites applicants to step away from rehearsed responses and share something personal. It reveals how they see themselves through the eyes of someone who truly knows them. Often, the answers highlight qualities like loyalty, adaptability, or a sense of humor – traits that go beyond qualifications but are essential to creating a strong, collaborative team.
At Jelks Law, we’ve built a firm rooted in trust, empathy, and a shared commitment to our clients. As a mother of three and someone who’s been practicing law for over a decade, I know the importance of surrounding yourself with people who bring both skill and heart to the table. This question helps us uncover whether someone will fit into the culture we’ve cultivated, a place where teamwork and genuine connection matter as much as professional success.
Adam Osborne
Managing Partner, Cleveland Office, HHM CPAs
“How do you handle tight deadlines and working under pressure?”
As accountants, we work in an industry where tight deadlines and client demands are constant, and the pressure can sometimes be challenging. As the managing partner of HHM CPAs’ Cleveland office, it’s imperative that I help foster a positive work environment and a strong, supportive culture. We look for employees who possess the ability to handle the work demands and stressful situations that often come with our industry. Management also plans events and “perks” throughout our busy season designed to offer some fun and/or downtime for all employees. We know we demand a lot from our staff; therefore, we try to give back in every way possible to keep them as equipped as possible to deal with the challenging workdays that make up our busy seasons.
