1. What is [your] management style?
Many people lean towards one management style in particular, and it’s perfectly fine to share that. But remember that as you move to a new company with a new culture and people to boot, what’s worked for you in the past won’t necessarily be the right choice. As one interview candidate notes, “one has to adjust to each individual, and also adjust to the team as [a whole].” Describing your own personal management style while also indicating an openness to flexibility is key here.
2. As an HR Manager, how will [you] drive results?
Increasingly, HR isn’t just about administering benefits or settling employee disputes — it’s about driving business results through effective people management. To wow your interviewer(s), discuss the core initiatives you’d implement at the prospective company, how you would measure success and how the initiatives would impact the bottom line.
3. What do you like least about the world of human resources?
Everyone has parts of their job they aren’t crazy about. However, it’s important to avoid coming across as overly negative or unwilling. If you don’t like recruiting for example, you shouldn’t say “I hate recruiting” and leave it at that. Instead, you might want to say something more along the lines of “Recruiting isn’t my passion, but I know what an important role it plays to a company’s success so I don’t mind taking it on as one of my responsibilities.”
4. Describe an ideal workplace for you.
This question is important on a couple of fronts: For one, it allows you to describe what you personally need in order to do your job successfully, which is important in determining whether or not the company you’re interviewing with is the right fit. In addition, though, it’s also a good starting point for you to talk about how you would shape the workplace and company culture if given the job.
5. As an HR person, what is your view on job eliminations?
In the HR field, you often have to make tough calls. One of those, unfortunately, is job eliminations, whether through layoffs or firing. That probably shouldn’t be the first move you make (a performance improvement plan, for example, can be just what you need to bring an underperforming employee up to snuff). But when that doesn’t work out, or an employee does something particularly egregious, there comes a point when you need to let an employee go for the good of the company — and it’s important to communicate to your potential employer that you understand that.