Effective decision-making is a valuable skill for any employee in any role, but it becomes essential in senior-level positions. In today’s dynamic business environment, the ability to make effective decisions is crucial for the success and efficiency of an organization. Employers seek individuals who can analyze a situation, weigh the available options, and make the best decision quickly and confidently. Employees’ decisions can significantly impact an organization, affecting everything from daily operations to long-term strategic goals.
As a hiring manager, your role is crucial in assessing candidates’ decision-making skills during the hiring process. In an interview, you are not just looking for specific qualities that reflect a candidate’s ability to make sound judgments. You are shaping the future of your organization by selecting individuals who possess these qualities:
- Critical Thinking: The ability to objectively evaluate information and arguments, identify patterns and relationships, and come to logical conclusions.
- Problem-Solving: The capacity to solve complex issues, often involving multiple variables and stakeholders.
- Risk Assessment: The skill to identify potential risks and rewards, weigh them appropriately, and make informed decisions under pressure.
- Confidence: The ability to make decisions swiftly and stand by them, even in uncertainty or opposition.
- Adaptability: The readiness to adjust decisions as new information emerges and situations change.
To assess these qualities, interviewers need to ask the right questions, ensuring that effective decision-making is properly accounted for during the recruitment process.
To help you, as a hiring manager, effectively evaluate these qualities, this article provides five interview questions. These questions are not just designed to measure a candidate’s decision-making capabilities. They are tools that provide valuable insight into their thought processes, problem-solving abilities, and overall suitability for the role, empowering you to make informed decisions.
Walk me through a difficult decision you had to make in your previous role and how you approached it?
Strong answer
In my previous role as a project manager, we faced a significant budget cut halfway through a major project. I had to decide whether to scale back the project scope or delay the timeline. I first gathered data on the financial impact and consulted with my team and key stakeholders. We evaluated the pros and cons of each option, considering how each would affect our goals and client satisfaction. Ultimately, I decided to scale back the scope slightly while ensuring we still met the client’s critical needs. I communicated this decision clearly to all stakeholders, explaining the rationale and how we would maintain quality. This decision allowed us to deliver the project on time and within the new budget constraints, and it strengthened our client relationship because of our transparency and adaptability.
Weak answer
In my previous job, I had to decide between two vendors for a software purchase. I looked at their prices and picked the cheaper one. It wasn’t a big deal, but I think I made the right call since it saved some money. There wasn’t much to it, and I didn’t really discuss it with anyone else. It worked out okay, but I didn’t think much about it afterward.
Probing questions
- What was the decision you needed to make?
- What information did you have available to you at the time?
- How did you go about filling in the gaps in your knowledge to make an informed decision?
Tell Me About a Time When You Had to Make a Decision with Incomplete Information. How Did You Approach the Situation?
Strong answer
During a product launch, we encountered a technical issue that caused a significant delay just days before the release date. We didn’t have all the details on what was causing the problem, but waiting for a full diagnosis would have pushed the launch back significantly. I gathered the available information from my team, identifying the most likely causes and potential quick fixes. I also reached out to a few trusted industry contacts for their insights. Based on this, I made an informed decision to temporarily disable a non-critical feature to ensure the core functionality remained intact. I communicated this plan to our stakeholders and scheduled an immediate follow-up to address the issue post-launch. The product launched successfully on time, and we fixed the issue shortly afterward without any significant negative impact on user experience.
Weak answer
Once, we had a project where some of the data was missing. I didn’t have all the information, but I went ahead and made a decision anyway. I just went with my gut feeling and hoped for the best. It wasn’t the best approach, but I didn’t have time to get all the details. In the end, it sort of worked out, but it was a bit of a gamble. I didn’t really talk to anyone else or seek additional input.
Probing questions
- What was the decision you needed to make?
- What factors did you consider before making the decision?
- How did you assess the potential outcomes of each option before making a decision?
Describe a time when you had to make a difficult decision that went against the popular opinion of your team or colleagues.
Strong answer
In my role as a marketing manager, we were working on a new campaign, and the team was very excited about a particular creative direction that involved a significant budget. However, after analyzing market trends and recent campaign performances, I realized that this approach might not resonate with our target audience as much as a more data-driven strategy would. I decided to advocate for a different, less flashy but more targeted campaign that leveraged customer data and insights.
This decision was initially met with resistance, as the team was very attached to their original idea. I organized a meeting to present my analysis, showing data projections and case studies supporting my decision. I emphasized the importance of aligning our strategies with proven market behaviors. Although it was challenging, the team eventually understood my perspective, and we moved forward with the new plan. The campaign ended up exceeding our targets, proving that the data-driven approach was indeed the right decision.
Weak answer
There was a time when my team wanted to use a new software tool that everyone thought was great. I didn’t really agree because I had used it before and didn’t like it. I told them we should stick to our current tool instead. Most of them were disappointed, but I didn’t really explain my reasoning or provide any data to support my decision. We kept using the old tool, but I’m not sure if it was the best choice. It was more of a gut feeling, and I didn’t handle the disagreement very well.
Probing questions
- What was the decision you had to make?
- What was the popular opinion of your team or colleagues?
- How did you communicate your decision to your team, and how did they respond?
How do you prioritize competing tasks and make decisions about which task to tackle first?
Strong answer
When faced with multiple competing tasks, I start by evaluating each task’s urgency and importance using the Eisenhower Matrix, which helps me categorize tasks into four quadrants: urgent and important, important but not urgent, urgent but not important, and neither urgent nor important. I focus first on tasks that are both urgent and important, as they have the most significant impact on achieving our goals and often have tight deadlines.
For example, in my previous role as a project coordinator, I was managing several projects simultaneously, each with its own set of deadlines. I created a detailed project plan and regularly updated a priority list. I assessed the impact of each task on the overall project and company objectives. I also communicated with my team and stakeholders to get their input and ensure alignment on priorities. By doing this, I could delegate less critical tasks and concentrate on the high-impact activities. This systematic approach allowed me to meet all deadlines effectively while maintaining high-quality standards.
Weak answer
When I have a lot of tasks to do, I usually just start with the first one that comes to mind or the one that seems easiest. Sometimes, I ask my colleagues which task they think I should do first. I don’t have a specific method for prioritizing tasks, and I often end up juggling multiple things at once without clear priorities. This can sometimes lead to missed deadlines or rushed work, but I try to get everything done as best as I can.
Probing questions
- How do you define and identify competing tasks?
- What criteria do you use to prioritize tasks?
- Can you walk me through an example of how you have used this process to prioritize and complete a project?
Describe a situation where you had to make a quick decision with limited time to think.
Strong answer
During an important client presentation, we experienced a technical failure with our presentation software just five minutes before the meeting was set to begin. With limited time to think, I quickly assessed the situation and decided to pivot to a backup plan. I immediately instructed my team to switch to using printed handouts and a whiteboard for the presentation. We quickly divided the responsibilities: one team member prepared the handouts while another set up the whiteboard. I took a moment to inform the client about the issue and assured them we had a contingency plan in place. The presentation proceeded smoothly with the alternative setup, and the client appreciated our ability to adapt quickly and professionally under pressure. This experience reinforced the importance of having backup plans and staying calm in crisis situations.
Weak answer
One time, we were about to start a meeting, and I realized I didn’t have all the documents I needed. I had to decide quickly what to do. I just told everyone that we’d have to reschedule the meeting. It was a bit awkward, and it didn’t go over well with my boss. I didn’t really think about any other options or try to find a quick solution. In hindsight, I could have handled it better, but I just went with the first thing that came to mind.
Probing questions
- What was the decision you had to make, and what were the time constraints?
- What was your thought process in making the decision?
- What was the outcome of your decision, and did you take any actions afterward to evaluate its effectiveness?
Limitations of Interview Questions for Decision-Making
While interview questions can provide valuable insights into a candidate’s decision-making abilities, they are not without limitations. Compared to other psychological constructs, decision-making is suboptimally measured through employment interviews. A candidate’s interpersonal skills inevitably influence their interviewer, potentially skewing the perception of their decision-making abilities. Consequently, highly skilled interviewees may perform well on these questions even if their actual decision-making skills are lacking.
To address this issue, we recommend incorporating psychometric assessments into the recruitment process. These assessments can help employers measure decision-making more effectively and objectively.
Test Partnership offers a range of situational judgment tests specifically designed to evaluate effective decision-making and judgment in the workplace. Unlike interviews, situational judgment tests are not influenced by a candidate’s social skills, making them a more reliable measure of decision-making abilities. For more information on our situational judgment tests, please contact us directly or register for a free trial.
