How to Answer an Open-Ended Question from a Candidate

Author: Marlo Lyons

While interviewers often assume they hold all the power during the interview process, candidates are increasingly asking more insightful questions to assess whether they should make a move to a new company. Just as candidates prepare for interviews, interviewers need to put some thought into likely topics of conversation to be ready to answer open-ended questions from ­candidates—because your responses could either ignite their enthusiasm or dampen their interest in the opportunity.

Here are five strategies you can use to prepare for and address open-ended questions from candidates, with the goal of enticing them to eagerly pursue an open position with your company.

Know what information is confidential

Interviewers play a critical role in preserving confidentiality during the interview process, recognizing the sensitive nature of certain information that cannot be disclosed to candidates, even if they’ve signed a nondisclosure agreement (NDA). Understanding the ­boundaries of confidentiality is essential, as it protects proprietary information, trade secrets, and other sensitive data integral to the company’s operations.

While NDAs offer legal protection, it’s imperative for interviewers to exercise discretion and refrain from sharing confidential details such as upcoming product launches, strategic plans, or proprietary technologies during interviews. However, withholding information or stumbling while answering a question may project a lack of transparency within the company, which could turn off a candidate from wanting to work there. If you’re unsure what information is confidential, discuss in advance with your manager or the legal department so you can confidently speak about confidential matters in a way that safeguards the company’s interests while conveying enough information to satisfy the candidate.

If you’re unable to share information, simply say, “I am so glad you asked that question. It gives me an understanding of how you think about the company. ­Unfortunately, I can’t answer it because [e.g., of regulatory matters; of SEC disclosures; it’s not public yet; I don’t know the answer, but I will follow up with you].” Acknowledging the question will prevent a candidate from feeling like you’re brushing them off or evading the question.

Prepare for common questions

Candidates often ask about company culture; for example, “Can you tell me about the culture?” or “What about the culture drew you to the company?” or “How has the culture changed over the last five years?” Instead of simply stating a preference for the culture or highlighting collaborative dynamics, it’s essential to offer tangible examples or scenarios. The aim is to answer the question in a way that will give the candidate a good sense of how their working style would fit in and help them feel at ease about the prospect of joining the team, fostering a sense of comfort and belonging.

For example, you could talk about that time your cross-functional colleagues rallied to support you during a challenging project, displaying the organization’s collaborative spirit. Or you could share a personal experience that illustrates the company’s encouragement of work-life balance, such as how you’re able to pick up your children every day at 3 p.m. or how you approach unplugging during vacations (and how you empower team members to do the same). And despite the passage of time since the Covid-19 lockdown, it’s still valuable to describe how the company supported employees during that period, shedding light on its commitment to employee well-being and resilience.

The best reply to a question about culture always includes an example and the impact. For instance, “When we say our culture is built around ‘One Team,’ we mean it. That’s what helps us maintain trust and ensure collaboration above personal interest. Just last week, our team was struggling to complete a major project. We alerted the broader team including cross-functional stakeholders. Everyone came together—including team members from other departments—to ensure we met our goal. Our goal is their goal. Their goal is our goal. That is how we view our work.”

Another common question is about how the position came to be available. For example, “What is the history of this position?” or “What happened to the last person in this position?” The candidate is asking about whether the role is newly created or is vacant due to a departure or internal transfer. Transparency regarding the position’s background, including its origins and any notable achievements or areas for improvement due to shifting needs, can give candidates valuable insight into role expectations. Additionally, discussing how the company decided to create a new role, the significance of the position, and how the person in the position will interact cross-functionally can help candidates better understand how their past experiences align with the job requirements.

Your answer should be short, clear, and if possible, related to the candidate. “This is a new position that we realized we needed to accelerate the business. Your skill set is exactly what we need.” Or “This is a replacement position. The last person was promoted into a new role and is still at the company so he would be available for questions and onboarding to ensure your success.” If the last person to hold the position left the company or was fired, consider saying something along the lines of “The last person held the position for three years and decided to depart the company for a new opportunity. We revised the position based on the current team needs. That’s why I’m talking to you, because your skill set is right on point.”

Connect answers to each candidate’s skills and experience

Just as candidates strive to establish a connection during interviews, interviewers must do the same. When candidates ask questions about the position, relate your responses directly to their experience, citing specific examples from their résumé or interview answers.

For example, if the candidate asks how you’ll measure success, draw parallels between their past achievements and the role’s requirements. Maybe they previously gave you an example of how they created and led a specific marketing campaign targeting a diverse audience; you could answer their question by connecting their example to a role requirement of growing your product’s reach to specific demographics and the corresponding key performance indicators for success.

For example, a candidate may ask, “What is the intangible thing you’re looking for that’s not on the job description?” Tailor your answer to align with information the candidate has already mentioned, such as “One of the main intangibles is someone who has innovated from white space, such as the creator of the first cell phone or digital watch. The story you told about how you were the innovator behind [unique technology] and how you used data to align the senior leadership toward pursuing it, is exactly the kind of visionary leadership we are looking for in this role.”

Tying your answers directly to the candidate’s skills and experience not only strengthens your connection, it also fosters a more meaningful and productive interview experience for each of you.

Highlight growth opportunities

As interviewers evaluate a candidate’s potential fit within the company and team, candidates likewise assess whether their skills will be valued, if growth opportunities exist, and how their past experiences align with the company’s goals.

Listen attentively during the interview to discern each candidate’s short- and long-term aspirations. This will help you determine which company programs to highlight, from personalized coaching to educational courses to industry conferences. Discuss success stories of employees who have capitalized on the company’s resources and growth opportunities, resulting in promotions or transitions to new roles that allow them to utilize their newly acquired skills. Be prepared to talk about how experience gained in the role could lead to particular career trajectories, as well as mentorship initiatives, training programs, and prospective projects that could help the candidate attain their career goals within the company, even if it means transitioning to a different department in the future.

For example, you could say something along the lines of “One of my risk analyst employees took advantage of our tuition reimbursement program to complete an MBA with a concentration in data science. I helped her find a mentor with one of our senior data scientists, which led to a stretch assignment with our data science team. The skills she acquired and the networking she did while working on that assignment positioned her to secure the next open data science position with the team. While it was sad to see her move onto a new team, I am proud of how hard she worked to reach her goals and I know she will bring even more value to the company. This is the kind of growth we actively support and encourage here, because we want high performers to know that they have a pathway for career advancement that is tailored to their individual aspirations.”

Demonstrate self-awareness

Just as interviewers aim to select a candidate who will thrive within the company, candidates want assurance that they’ll enjoy working for the hiring manager if they get the job. Candidates who are trying to understand whether the manager’s leadership style will work for them may ask questions such as, “Can you tell me about a time when you feel like you failed an employee?” or “How do you view your job in support of this role?” or “What is one quality in your leadership style that you expect your leaders to emulate?” You can seize the opportunity presented by these open-ended questions to candidly discuss your past mistakes, areas for improvement, and leadership approach, displaying vulnerability and fostering a sense of psychological safety for the candidate.

For example, you could demonstrate self-awareness in your response by saying something such as “I once failed an employee when I didn’t provide enough guidance on a major project. I assumed they had everything under control and I didn’t want to micromanage them, so I didn’t dive into the details, and they missed a key deadline. Since then, I’ve made it a priority to have regular check-ins on major projects to ensure that my team feels comfortable asking for help or telling me when they’re overwhelmed. I view my job as providing the resources and support my team needs to succeed. I expect my leaders to foster an environment where open communication and continuous improvement are encouraged. I learned a lot from this experience, specifically how to stay engaged and accessible while also empowering my team to own their work.”

Interviewers should prepare for interviews just as thoroughly as candidates do. Being equipped with compelling stories and setting aside dedicated preparation time (for example, 30 minutes beforehand) allows interviewers to mentally prepare and be fully present during the interview. As with candidates, it’s not only the content of what is said that matters, but also the manner in which it’s conveyed. Demonstrating enthusiasm for the company and the position can leave a lasting impression on candidates, instilling confidence and enthusiasm in their decision-making process.

Marlo Lyons is a career, executive, and team coach, as well as the award-winning author of Wanted—A New Career: The Definitive Playbook for Transitioning to a New Career or Finding Your Dream Job. You can reach her at marlolyonscoaching.com.