Opinion

A quick online search shows that the average salary for a Quantity Surveyor in the UK ranges between £40,000 and £55,000, while in the US, the average salary for a Quantity Surveyor position is around $70,000.

The high demand for quantity surveying skills is reflected in the competitive salaries offered in this field.

However, the attractive salaries also signify that there is substantial competition for each role. If you have the required skills, experience, and qualifications, you should be able to catch the attention of organizations looking to hire Quantity Surveyors.

But possessing the skills, experience, and qualifications alone won’t guarantee you the job. You also need to effectively communicate these attributes to the hiring manager.

In this article, we’ll discuss how to excel in a Quantity Surveyor interview and secure this sought-after position. We’ll start by providing some tips for the interview process, followed by the best strategies for answering Quantity Surveyor questions (and what to avoid!). Finally, we’ll delve into some of the most common interview questions you’re likely to face.

Ready to get started? Let’s dive in…

Quantity Surveyor Interview Advice

Leverage your experience. This applies even if you haven’t held a Quantity Surveyor position before. A Quantity Surveyor is responsible for various tasks, including cost estimation, contract management, and risk assessment. You don’t need to have previously held a Quantity Surveyor title to have participated in related activities. When answering questions, emphasize your relevant experiences.

Understand your audience. Always research the organization you are interviewing with. Also, take the time to research the interviewer and the hiring manager (if they are different individuals). Your goal is to impress the person making the hiring decision, so you should research them specifically to understand their preferences and what they are looking for in a new employee.

Demonstrate technical knowledge. As a Quantity Surveyor, you need to be well-versed in industry standards, cost estimation techniques, and contract management. Make sure to showcase your expertise in these areas during the interview by using specific examples and discussing your understanding of current trends and best practices.

Highlight your communication skills. Quantity Surveyors often work with diverse teams and must communicate effectively with various stakeholders. Show your ability to work well with others by providing examples of successful collaborations, problem-solving, and conflict resolution.

Emphasize your attention to detail. In the role of a Quantity Surveyor, accuracy is crucial. Be prepared to discuss situations where your attention to detail helped ensure the success of a project or prevented potential issues. This will demonstrate your commitment to thoroughness and precision in your work.

How Best To Approach Quantity Surveyor Interview Questions

Unless the question you are asked is a straightforward ‘yes or no’ style question, you’ll need to learn to describe, expand, and elaborate on your answers. The best way to do this is to follow the B-STAR technique for answering interview questions.

Answers using this method follow the structure below:

B – Belief – What are your thoughts and feelings with regard to the subject matter? As a Quantity Surveyor, you should have your own set of principles and approaches to cost estimation, contract management, and risk assessment that you adapt to each situation.

S – Situation – Briefly explain the scenario that was taking place. Try not to spend too much time describing the situation. The bulk of your answer should focus on you and what you did, so keep the situation simple to understand and even simpler to describe.

T – Task – What was your role in the action? Most of the time, it’s best to demonstrate an active rather than passive role in the encounter. As you are applying for a Quantity Surveyor position, the situation you describe should involve you taking charge of managing costs and contracts within a project.

A – Activity (or action) – What did you do? Detail the steps you took and why you took them. This should comprise the majority of your response.

R – Result – How did everything turn out? If possible, use figures to illustrate the outcome (e.g., project costs reduced by 10%, contract negotiations resulted in a 15% savings, etc.).

Remember that the B-STAR technique is descriptive, not prescriptive. You don’t need to strictly adhere to this flow; go with what works best for your answers and allows you to effectively convey your point and showcase your experience.

What You Should Not Do When Answering Quantity Surveyor Questions

Do not avoid the question: When answering questions related to the Quantity Surveyor position, ensure that you address the query directly and provide a relevant response. Avoiding the question will give the impression that you lack the necessary knowledge or experience to handle the issue.

Do not describe a failure (unless specifically asked): Focus on showcasing your successes and achievements as a Quantity Surveyor. While it is essential to learn from failures, highlighting them during an interview might raise concerns about your ability to effectively manage project costs and contracts.

Do not downplay the situation: When discussing a situation where you demonstrated your skills as a Quantity Surveyor, be honest about the challenges you faced. Downplaying the situation might make it seem as though your achievements were not as significant as they actually were.

Do not overhype the situation: Conversely, avoid exaggerating the difficulties you encountered. Maintain a balanced approach when describing the situation and your role in resolving it, as overstating the challenges may come across as insincere.

Do not say you have no experience with the subject matter: If you are asked about a situation or skill you have not encountered, focus on your transferable skills and experiences that are relevant to the Quantity Surveyor role. Emphasize your willingness to learn and adapt to new situations.

Do not reject the premise of the question: Even if you disagree with the assumptions or context of a question, answer it in a way that demonstrates your understanding and ability to handle different perspectives. Rejecting the premise outright may be perceived as inflexibility or unwillingness to consider alternative viewpoints.

Do not have a passive role in the situation: When providing examples from your experience, ensure that you present yourself as an active participant who took the initiative and made a difference in the situation. Passive roles may not effectively demonstrate your capabilities as a Quantity Surveyor.

Do not give a one-sentence answer: Elaborate on your responses to provide context and detail about your experiences and the outcomes you achieved. One-sentence answers may not fully convey your abilities and accomplishments as a Quantity Surveyor.

Do not overly describe the scenario and miss the action: While providing context is important, avoid spending too much time describing the situation at the expense of discussing your actions and the results you achieved. Focus on demonstrating your skills and contributions as a Quantity Surveyor.

23 Quantity Surveyor Interview Question & Answers

For more Quantity Surveyor Interview Question and Answers check out our full guide here

Can you provide a brief overview of your experience as a quantity surveyor?

Experienced Answer: I have over ten years of experience in quantity surveying, working on residential, commercial, and infrastructure projects. My main responsibilities have included cost estimation, contract administration, risk management, and liaising with various stakeholders. Throughout my career, I have consistently delivered results and maintained strong relationships with clients and colleagues. Over the past decade, I have worked on numerous projects of varying sizes and complexities, ensuring accurate management of costs and contracts.

New to Role Answer: I recently graduated with a degree in Quantity Surveying and completed an internship with a reputable construction firm. During my internship, I had the opportunity to assist in preparing cost estimates, reviewing contracts, and supporting project teams. Although I am new to the role, I am eager to apply my academic knowledge and internship experience to excel as a quantity surveyor.

What made you choose quantity surveying as a profession?

Experienced Answer: I chose to become a quantity surveyor because of my passion for the construction industry and my strong analytical and problem-solving skills. The role allows me to combine these skills with my interest in finance and contracts, making it a perfect fit for me. Over the years, I have found great satisfaction in contributing to the successful completion of various projects and helping clients achieve their goals.

New to Role Answer: I decided to become a quantity surveyor because I have always been fascinated by the construction industry and its impact on the built environment. During my studies, I discovered that my strengths lie in cost estimation, contract management, and financial analysis. I believe that a career as a quantity surveyor will allow me to utilize these skills while making a meaningful contribution to the industry.

Tell us about yourself and your background.

As a Quantity Surveyor with over 10 years of experience, I have developed strong analytical and problem-solving skills that have allowed me to excel in managing project costs, contracts, and budgets. I hold a Bachelor’s degree in Quantity Surveying and am a member of the Royal Institution of Chartered Surveyors.

My background includes working on various projects ranging from residential construction to large-scale commercial developments. I have collaborated closely with architects, contractors, and clients to ensure that projects are completed within budget and on schedule. My key strengths include cost planning, contract administration, and negotiation, which have resulted in cost savings and increased client satisfaction.

As someone who is highly detail-oriented and committed to continuous professional development, I am confident in my ability to adapt to new challenges and contribute effectively to any project as a Quantity Surveyor.

How do you stay current with the latest trends and technologies in the construction industry?

To stay current with the latest trends and technologies in the construction industry, I make it a point to attend industry conferences and workshops, where I can learn about new developments and best practices from experts in the field. Additionally, I participate in online forums and professional networks, which allows me to engage with fellow professionals and exchange insights on new technologies and techniques.

I also subscribe to industry journals, newsletters, and follow relevant blogs to keep myself updated with the latest news and innovations in the construction sector. This helps me stay informed about cutting-edge technologies, such as Building Information Modeling (BIM) and sustainable construction practices, that can help improve project efficiency and reduce costs.

Finally, I dedicate time for continuous professional development by enrolling in relevant courses and obtaining certifications, which not only keeps me up-to-date with the latest trends but also enhances my skills and expertise as a Quantity Surveyor.

Describe your experience with cost estimation and cost control in construction projects.

Answer 1: With over 7 years of experience in the construction industry, I have been involved in various types of projects, including residential, commercial, and infrastructure. My primary responsibility was to provide accurate cost estimations during the initial stages and to monitor and control costs throughout the project lifecycle. I achieved this by using industry-standard software, regularly updating the project budget, conducting value engineering, and collaborating closely with the project team and stakeholders to ensure financial objectives were met.

Answer 2: As a recent graduate in Quantity Surveying, I had the opportunity to intern at a reputable construction company for 6 months. During my internship, I assisted the senior quantity surveyors in preparing cost estimations for several small-scale projects, and I was involved in cost control activities, including updating budgets, tracking expenses, and attending progress meetings. This experience provided me with a solid understanding of cost estimation and control processes in the construction industry.

How do you handle stress and pressure at work?

Answer 1: Throughout my career, I have faced numerous high-pressure situations and tight deadlines. To handle stress effectively, I prioritize my tasks, set realistic goals, and maintain open communication with my team. I also ensure that I allocate time for breaks and engage in activities outside of work to maintain a healthy work-life balance.

Answer 2: As a newcomer to the field, I have learned the importance of time management and organization to handle stress and pressure. I create daily and weekly task lists, establish priorities, and break down larger tasks into smaller, manageable steps. Additionally, I maintain open communication with my team and superiors to ensure we are all on the same page and address any concerns promptly.

Can you explain the difference between a Bill of Quantities (BOQ) and a Schedule of Rates (SOR)?

A Bill of Quantities (BOQ) is a comprehensive document that lists all the materials, labor, and resources required for a construction project, along with their quantities and associated costs. It serves as a basis for tendering and helps contractors to accurately price their work. On the other hand, a Schedule of Rates (SOR) is a document that lists the standard rates for various construction items and activities, without specifying the quantities. It is often used as a reference for estimating and budgeting purposes, particularly when the actual quantities are uncertain or subject to change.

How do you ensure accuracy and completeness in your quantity take-offs?

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What software and tools are you proficient in using for quantity surveying tasks?

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Can you describe your experience working with contracts, specifically the types you have worked with (e.g., FIDIC, NEC, JCT)?

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What is your greatest strength and how does it help you as a quantity surveyor?

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How do you approach risk management and mitigation in your projects?

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What steps do you take to ensure that a project stays within budget?

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How do you handle discrepancies between estimated costs and actual costs during a project?

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What is your greatest weakness and how do you work on improving it?

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Describe a challenging project you’ve worked on and the strategies you employed to overcome those challenges.

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How do you effectively communicate with different stakeholders, including clients, contractors, and consultants?

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Can you discuss your experience with tendering processes and procurement strategies?

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How do you handle change orders and variations during a project?

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What is your approach to value engineering, and can you provide an example from your experience?

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Can you describe your experience with cost reporting and monitoring project cash flow?

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How do you ensure compliance with relevant regulations and industry standards in your work?

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Tell us about a time when you successfully resolved a conflict at work.

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For more Quantity Surveyor Interview Question and Answers check out our full guide here

A quick Google search reveals that the average salary for an Operations Manager in the UK ranges between £45,000 and £60,000. In the US, the average salary for an Operations Manager position is around $80,000.

Operations management skills are in high demand, which is reflected in the relatively high salaries offered in this field.

However, the lucrative salaries also mean that there is a significant amount of competition for each role. If you possess the necessary skills, experience, and qualifications, you should be able to attract interest from organizations looking to hire Operations Managers.

But having the skills, experience, and qualifications alone isn’t sufficient to secure the job. You also need to be able to effectively communicate these to the hiring manager.

In this article, we’ll discuss how you can excel in an Operations Manager interview and secure this sought-after role. First, we’ll provide some tips for the interview itself, followed by the best approach to take when answering Operations Manager questions (and what not to do!). Lastly, we’ll explore some of the most common interview questions you can expect to encounter.

Ready? Let’s dive in…

Operations Manager Interview Advice

Draw from your experience. This applies even if you have never held an Operations Manager position before. An Operations Manager is responsible for numerous tasks, primarily overseeing the day-to-day operations and ensuring the organization’s efficiency and effectiveness. You don’t need to have held an Operations Manager title previously to have participated in similar activities. When answering questions, emphasize your relevant experiences.

Know your audience. Always research the organization you are interviewing for. Additionally, take the time to research the interviewer and the hiring manager (if they are different individuals). Your goal is to impress the person making the hiring decision, so you should research them specifically to understand their preferences and what they are looking for in a new employee.

Highlight your problem-solving skills. As an Operations Manager, you’ll be faced with numerous challenges and unexpected situations. Show the interviewer that you have the ability to think on your feet, analyze problems, and come up with effective solutions. Share examples from your past experiences where you demonstrated these skills.

Showcase your leadership and teamwork abilities. An Operations Manager must be able to lead a team and work well with others to ensure smooth operations. Emphasize your leadership qualities and your ability to collaborate and communicate effectively with team members. Provide examples of when you successfully managed a team or worked closely with colleagues to achieve a common goal.

Stay updated on industry trends and best practices. Being knowledgeable about the latest trends and best practices in operations management can give you an edge during the interview. Demonstrate your understanding of the industry and how you stay informed about new developments. Mention any conferences, webinars, or relevant articles that you’ve recently engaged with to show your dedication to professional growth.

How Best to Answer Operations Manager Interview Questions

Unless the question you are asked is a straightforward ‘yes or no’ style question, you’ll need to learn to describe, expand, and elaborate on your answers. The best way to do this is to follow the B-STAR technique for answering interview questions.

Answers using this method follow the structure below:

B – Belief – What are your thoughts and feelings with regard to the subject matter? As an Operations Manager, you should have your own set of philosophies and approaches to managing operations and improving efficiency that you tailor to each situation.

S – Situation – Briefly explain the scenario that was taking place. Try not to spend too much time describing the situation. The bulk of your answer should focus on you and what you did, so keep the situation simple to understand and even simpler to describe.

T – Task – What was your role in the action? Most of the time, it’s best to demonstrate an active rather than passive role in the encounter. As you are applying for an Operations Manager position, the situation you describe should involve you taking charge of managing the day-to-day operations within an organization.

A – Activity (or action) – What did you do? Detail the steps you took and why you took them. This should comprise the majority of your response.

R – Result – How did everything turn out? If possible, use figures to illustrate the outcome (e.g., efficiency increased by 20%, costs reduced by 15%, etc.).

Remember that the B-STAR technique is descriptive, not prescriptive. You don’t need to strictly adhere to this flow; go with what works best for your answers and allows you to effectively convey your point and showcase your experience.

What You Should Not Do When Answering Operations Manager Questions

Do not avoid the question: When answering questions related to the Operations Manager position, ensure that you address the query directly and provide a relevant response. Avoiding the question will give the impression that you lack the necessary knowledge or experience to handle the issue.

Do not describe a failure (unless specifically asked): Focus on showcasing your successes and achievements as an Operations Manager. While it is essential to learn from failures, highlighting them during an interview might raise concerns about your ability to effectively manage operations.

Do not downplay the situation: When discussing a situation where you demonstrated your skills as an Operations Manager, be honest about the challenges you faced. Downplaying the situation might make it seem as though your achievements were not as significant as they actually were.

Do not overhype the situation: Conversely, avoid exaggerating the difficulties you encountered. Maintain a balanced approach when describing the situation and your role in resolving it, as overstating the challenges may come across as insincere.

Do not say you have no experience with the subject matter: If you are asked about a situation or skill you have not encountered, focus on your transferable skills and experiences that are relevant to the Operations Manager role. Emphasize your willingness to learn and adapt to new situations.

Do not reject the premise of the question: Even if you disagree with the assumptions or context of a question, answer it in a way that demonstrates your understanding and ability to handle different perspectives. Rejecting the premise outright may be perceived as inflexibility or unwillingness to consider alternative viewpoints.

Do not have a passive role in the situation: When providing examples from your experience, ensure that you present yourself as an active participant who took the initiative and made a difference in the situation. Passive roles may not effectively demonstrate your capabilities as an Operations Manager.

Do not give a one-sentence answer: Elaborate on your responses to provide context and detail about your experiences and the outcomes you achieved. One-sentence answers may not fully convey your abilities and accomplishments as an Operations Manager.

Do not overly describe the scenario and miss the action: While providing context is important, avoid spending too much time describing the situation at the expense of discussing your actions and the results you achieved. Focus on demonstrating your skills and contributions as an Operations Manager.

33 Operations Manager Interview Question and Answers

For more Operations Manager Interview Question and Answers check out our full guide here

Can you briefly describe your background and experience as an Operations Manager?

Answer (Experienced Operations Manager):
In my previous role as an Operations Manager at XYZ Company, I managed a team of 30 employees and was responsible for streamlining processes and improving efficiency. My primary tasks involved overseeing daily operations, managing budgets, and leading cross-functional projects to enhance productivity. Over the course of five years, I successfully reduced operational costs by 20% and increased overall efficiency by 15%.

Answer (Aspiring Operations Manager):
Although I haven’t held the title of Operations Manager, I have spent the last four years as a Team Lead in the operations department at ABC Corporation. I supervised a team of 10 employees and was responsible for coordinating workflow, implementing process improvements, and managing schedules. During my time in this role, I consistently met or exceeded our department’s KPIs, and successfully led a project to automate certain processes, which resulted in a 10% reduction in processing time.

What motivated you to pursue a career in operations management?

Answer (Experienced Operations Manager): I have always been drawn to the dynamic nature of operations management and the opportunity to drive tangible improvements within an organization. My passion lies in analyzing processes, identifying areas for optimization, and implementing changes that have a direct impact on efficiency and productivity. Throughout my career, I have enjoyed collaborating with cross-functional teams to achieve common goals and have found great satisfaction in seeing the results of our efforts.

Answer (Aspiring Operations Manager): During my time working in the operations department, I discovered a passion for analyzing systems and processes, identifying inefficiencies, and developing solutions to improve performance. I realized that the role of an Operations Manager would allow me to leverage my skills and experiences to drive positive change across the organization. I am excited about the opportunity to lead teams, implement process improvements, and have a lasting impact on the overall success of the company.

How do you define success as an Operations Manager?

Answer (Experienced Operations Manager): For me, success as an Operations Manager is measured through the continuous improvement of business processes, increased efficiency, and the satisfaction of both employees and customers. It involves meeting or exceeding key performance indicators, ensuring seamless cross-departmental collaboration, and fostering a work environment that supports growth and development. Ultimately, success is about creating lasting value for the organization and contributing to its long-term objectives.

Answer (Aspiring Operations Manager): I believe success as an Operations Manager is achieved by effectively managing resources, optimizing processes, and continually improving the efficiency of operations. It involves setting and meeting clear KPIs, ensuring a high level of employee engagement, and maintaining open lines of communication between departments. Success also means being proactive in identifying and addressing potential bottlenecks or challenges, fostering a positive work environment, and delivering excellent customer service.

Can you provide an example of a challenging operational issue you faced and how you resolved it?

Answer (Experienced Operations Manager): In my previous role, I encountered a situation where our production line was experiencing frequent delays, negatively impacting our ability to meet customer deadlines. I analyzed the process, identified bottlenecks, and implemented a new workflow that redistributed tasks more evenly across team members. Additionally, I introduced regular progress monitoring and reporting to ensure timely interventions when necessary. As a result, we were able to reduce delays by 80% and significantly improve customer satisfaction.

Answer (Aspiring Operations Manager): While working as a Team Lead, I faced a challenge where our department was consistently falling short of meeting its monthly targets. I took the initiative to conduct a thorough analysis of our processes and discovered that a lack of standardized procedures was causing inefficiencies. I worked with my team to develop and implement clear SOPs, which streamlined our operations and improved overall productivity. Within three months, we not only met our targets but exceeded them by 15%.

How do you manage competing priorities and deadlines in a fast-paced environment?

Answer (Experienced Operations Manager): To manage competing priorities and deadlines, I rely on effective time management, delegation, and communication. I start by assessing the urgency and importance of each task, then create a prioritized action plan. I delegate tasks to appropriate team members, ensuring they have the necessary resources and support. Regular progress check-ins help me stay on top of ongoing tasks and make adjustments as needed. By maintaining open communication with my team and stakeholders, we can work together to address any unforeseen challenges and meet our deadlines.

Answer (Aspiring Operations Manager): In my current role, I frequently juggle multiple tasks and deadlines. I prioritize tasks based on their urgency and importance, and create a detailed action plan that outlines the steps required to complete each task. I also delegate responsibilities to team members, making sure they have the necessary support and resources to succeed. Regular check-ins and open communication help me monitor progress, address any challenges, and make adjustments as needed. This approach has consistently allowed me to meet or exceed deadlines while maintaining high-quality work.

How do you ensure clear communication within your team and across departments?

Answer (Experienced Operations Manager): To ensure clear communication, I establish a culture of openness and transparency within my team. I encourage team members to share their ideas, concerns, and updates on ongoing projects. I also hold regular team meetings and one-on-one check-ins to keep everyone informed and aligned with our objectives. To facilitate cross-departmental communication, I build strong relationships with other managers and stakeholders, create channels for information-sharing, and involve relevant parties in decision-making processes. This approach has helped me maintain a well-informed and collaborative work environment.

Answer (Aspiring Operations Manager): Clear communication is essential for effective teamwork and collaboration. In my current role, I strive to create an environment where team members feel comfortable sharing their ideas and concerns. I hold regular team meetings, provide updates on ongoing projects, and schedule one-on-one check-ins with team members to address individual concerns. To foster cross-departmental communication, I actively engage with colleagues from other departments, participate in interdepartmental meetings, and share relevant information to ensure everyone is on the same page.

Can you describe your experience in managing budgets and controlling costs?

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How do you monitor and evaluate the performance of your team members?

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What strategies do you use to improve operational efficiency and productivity?

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How do you handle conflicts or disagreements within your team?

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Can you provide an example of a time when you had to implement a major organizational change? How did you manage the transition?

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How do you stay informed about industry trends and best practices in operations management?

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How do you approach capacity planning and resource allocation?

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What experience do you have in developing and implementing standard operating procedures (SOPs)?

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How do you manage risks and ensure business continuity in your operations?

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Can you describe a time when you had to make a difficult decision with limited information? What was the outcome?

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What methods do you use to track and measure key performance indicators (KPIs) in your operations?

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How do you balance the need for innovation with maintaining stability in your operations?

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How do you approach vendor selection and management?

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Can you provide an example of a successful process improvement initiative you led?

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How do you ensure compliance with industry regulations and internal policies?

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What strategies do you use to motivate and engage your team members?

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Can you describe a time when you had to manage a significant increase or decrease in operational demand?

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How do you handle performance issues within your team? Can you provide an example?

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What experience do you have in managing cross-functional projects or initiatives?

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How do you approach quality assurance and quality control in your operations?

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How do you prioritize safety in your operations management practices?

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For more Operations Manager Interview Question and Answers check out our full guide here

Generic Job Interview Questions You May Be Asked In An Ops Manager Interview

How Did You Prepare For This Interview?

“I believe that it’s incredibly difficult to overcome a bad first impression. Because of this I always strive to never make one. That’s why for important meetings, or interviews like this, I make a clear plan of what I want to get from the meeting and outline the steps I need to take to achieve that goal.

So when I received the call about scheduling this interview the first thing I did was research your offices. As you are based in an area of town I am not familiar with I drove by here after work one evening just to make sure I knew the way. I also checked Google Maps to see what the traffic would be like at this time. Nothing worse than being late sitting in traffic after all.

I actually have a contact who works in your finance department, Claire, we were colleagues in the place I am currently working. I reached out to her to see if there was anything she could tell me about the interview process. We had spoken before about the company as a whole and how she talks about the company is one of the reasons I applied.

Following our chat I went through all of my work achievements and made sure they fully encompassed everything I have accomplished in my career.

I’m glad I took the time to prepare as I did because there was a lot of traffic so it was good I knew to expect that. Also talking with Claire helped jog my memory on a project we both worked on a few years back delivering a piece of financial software that I believe your company is in the process of deploying.”

Check out our full post on how to answer this question

Tell me about a time when you needed to communicate bad news to a colleague or stakeholder?

“I believe that bad news is best delivered in person and discretely, where it is responsible to do so. I don’t particularly relish giving bad news (I suppose not many do) so I often try to resolve the situation in advance so the bad news never needs to be given.

Obviously though that isn’t possible all of the time. For example in a previous role I managed a team of complaint handlers when word came down from senior management that we were offshoring a large part of our process and this meant layoffs of nearly 40% of the department.

I tried to go to bat for my team and show how our quality and production scores were the highest around and unlikely to be replicated using our offshore colleagues, but the decision had been made and was purely cost driven.

It was my job to determine which members of my team would be let go and which would stay.

We had all joined the department together on the same contract so there was no element of seniority that needed to be accounted for. Instead I devised a balanced scorecard type of approach, ranking each team member against the department’s relevant KPIs (quality, production, skills).

Once I had my list I booked one-on-ones with all of my team members as close together as possible, starting with the colleagues who would be staying. With the colleagues who were being let go I got straight to the point and told them the company would be terminating their contract. I allowed them to ask any questions they wanted and informed them that I would be around for any help they needed in looking for a new role.

During the meetings 2 of the colleagues I wanted to keep informed me that they were planning to leave soon anyway and suggested that they would leave now instead freeing up room for other colleagues to stay.

In the end I had to tell 6 members of my team that they were being let go. They were all understanding of the situation and were grateful that I offered to help them look for new roles.

Going forward if I were to be in the same position I would have gone to the meetings with some open positions that I would recommend the colleagues apply for”

Check out our full post on how to answer this question

Have You Ever Had To Manage A Difficult Employee? – Example answer

“Yes on a number of occasions. My style of management is such that I believe that if you ensure your employees have all of the required training and all the necessary resources at their disposal that you can take a step back and they will flourish on their own. I do not believe in overly micromanaging my team. I have an open door policy and I have regular catchups with my team members and I trust that they will get the job done.

By and large this works pretty well in my current role. However you do sometimes get the occasional team member who requires more supervision than others.

One such person was new to my team and soon after their training and introductory period finished their productivity dropped week by week. At the start the colleague seemed to be at the same level as some of the more experienced members of the team but over time his output dropped until he was comfortably the worst performer all around.

I spent the next week or so monitoring this colleague more closely to understand where any issues were arising. I noticed that he was spending large amounts of time being unproductive and not completing tasks.

I raised this with him during our weekly one-on-one and he admitted how he didn’t feel much motivation to complete more work and found it difficult stay focused when there seemed to just be more work to come.

I took a few actions on the back of this meeting, all of which I cleared with my management team ahead of time.

I put the colleague on an action plan that monitored his output on a daily and weekly basis. This would be reviewed by myself along with the colleague and with our director. It was stressed to the colleague that if there were no changes after a month that we would be terminating his position with the company.

Also as a show of transparency and in an attempt at motivation by target setting we started releasing productivity reports for the whole team so they know how each team member is performing.

The action plan proved to be the motivator that was required for the ‘difficult employee’ as soon after we started the action plans his output was nearing the top of the team charts. The team productivity reports also became a big success and saw improvements across the whole team. Senior management were pleased and have taken the action to talk about a bonus structure to go along with the performance reports which is still in the pipeline.”

Check out our full post on how to answer this question

How do you handle disagreements within your team?

“As Product Manager at X company it was my responsibility to prioritise the backlog of tasks. The way things worked in our organisation was that any stakeholder could raise an item to add to the backlog, then as a team we would discuss in which order it would be best that they were worked and deployed.

Ultimately however the final decision on priority lay with myself.

As you can imagine with so many different areas of the business raises items, each with their own agendas and goals the backlog meetings would often end with a lot of disagreement

One such occasion we had two business areas both asking us to deploy a change to our product and both were asking for the change to be deployed in the next sprint. Unfortunately we only had the dev resource to implement the one change in this cycle.

The backlog call became heated between the two representing colleagues and I was forced to cut the meeting short to let cooler heads prevail.

After the meeting I sat with both colleagues to further understand the urgency behind both changes. Asking them to describe the benefits of the change and also the drawbacks of waiting until the next cycle.

Once I had this information in hand it was clear to me which change would be most beneficial to the business. I invited both colleagues into a meeting where I had compiled the information into a presentation deck with a few charts showing the resources available within the product team and the relative benefits of each change.

Explaining it this way allowed both colleagues to fully appreciate the restrictions that were on my team and also the comparative benefits of each change.

Both colleagues left the meeting happy with the outcome and both changes were pushed into production in the next 2 sprints”

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Tell me about a time when you had to convince others to put in ‘the hard work’

“I always feel that when you have a good team working for you that often you don’t need to convince anyone to get the job done, that’s why I believe in a strong recruitment policy of only employing the best and maintaining high standards within the organisation.

Of course there will always be times when a little more motivation is needed. One such occasion happened recently. One of our most valued customers asked if we could provide delivery on one of our products a month earlier than originally scoped.

The organisation agreed to ‘try our best’ when it came to this request but made the customer aware of the challenges of this new date.

The challenge was given to me and my team to try and achieve this new date. Ensuring open communication with the team is important to me so the first thing I did was meet with my team to ensure that they all knew of the new challenge.

We looked at the obstacles that lay in the team’s way and I removed them where practical.

To show the team that we really appreciated the effort they were putting in we made each Friday pizza day paid for by the organisation and told each team member that they would each receive a paid day off once the product was delivered (regardless of whether the new deadline was met or not).

The team were extremely motivated by this and with nothing stopping them we managed to deliver the customer their product within the new timeframes. The customer was thrilled with the service we provided and actually sent across a week’s supply of office fruit as thanks for helping them turn things around under short notice.”

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What is your biggest weakness?

“My memory is my biggest weakness. Quite frankly it sucks. I will be told something in the morning and will have completely forgotten having had the conversation by the afternoon. It held me back a lot in school were it seemed like a lot of exam preparation was just cramming as much info into your head as possible prior to an exam. I have found a good system though that works for me. I write lots of notes and set myself lots of reminders. I am not sure if you can see since we’re on video but I have been taking notes throughout this meeting as well!”

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