All of us have experienced that nervous energy in the hours leading up to a job interview. Wondering what they will ask, what is the appropriate answer for each question and how many candidates are up for this position?
The key to nailing your job interview is preparation. Through careful study of the job description, as well as the hiring company’s history and mission statement, you can learn a lot about what questions you might be asked. Once you have done your research, compile a list of possible questions and practice your response. Sometimes all it takes is one wrong answer to lose the position, so really take the time to prepare answers that showcase all that you have to offer over the rest of the competition. There are a multitude of resources, such as About.com, regarding the interview process. But sifting through all the possible interview questions can be overwhelming. We have compiled a list of the most common questions and answers, as well as what you should be prepared to ask at the end of the interview.
This is a standard question and your response sets the tone for the rest of the interview. In preparing for this question, think about what the interviewer in looking for. You want to sell what the buyer is looking for, so be sure to match your qualifications with the specifics of this particular job. You only have 2-3 minutes to answer this question, so speak only of your professional career. Start with your present position and relate how it qualifies you for the job you are interviewing for.
Example: “Recently, I have worked for ABC Company as Facility Manager for the Northeast Branch. I lead numerous projects including a workspace redesign and software implementation. Through my efforts, our division saw 37% increase in productivity and saved $1.2 million dollars in annual overhead costs.”
What not to say: “My name is... I grew up in... I graduated five years ago from the..., with a bachelor's in... Upon graduating high school, I went to Denver for 5 years... I've worked in a variety of job…”
This question could be asked in any number of ways, such as “What are you looking for in a job?” or “Where do you see yourself in 5 years?” What the interviewer is looking for is always the same—connect the dots between your professional goals and the company. Directly relate your short and long-term goals to the job features, which will show you have done your research and are well-informed. If you know what you do not want in a position or why you are leaving your current job, incorporate that as well; just be sure not to shed a bad light on your current employer, as that will reflect poorly on you.
Example: You are working as part of the facility management team and your goal is to become the assistant facilities manager in the next two years and in the next 5 years, you will be the regional facility manager.
What not to say: Do not express goals that have little or no relation to the job you are interviewing for. For example, you are applying for a position on the facilities management team, but your career goal is to become the head of marketing in the next 5 years.
This is a common interview question, regardless of the position you have applied for. Even if the interviewer does not ask this question, you should be fully prepared with an answer, as it will help you in answering other questions. The interviewer is looking to determine if your strengths align with the company’s needs and what qualities, skills, and/or experience you have that set you apart from the competition. Sit down and create a list of all your strengths. Then, go back refine your list to only the most relevant and be prepared to give real-world examples of each strength.
Example: “I think one of my greatest strengths is as a problem solver. I have the ability to see a situation from various perspectives and I can get my work done even in the face of difficult obstacles. I also feel that my communication skills are top notch. I am just as comfortable presenting to senior executives as I am mediating a conflict between junior team members. I worked in Human Resources, which gained me valuable insight into the needs of my fellow employees.”
What not to say: Many candidates choose strengths that do not stand out. Be sure to make your answer one that stands out in the interviewer’s mind and leads back to why you are most qualified for the position.
This question is asked in virtually every job interview and is designed to determine your critical thinking and self-awareness skills. Be prepared to answer this question as it is designed to be an eliminator question, weeding out those candidates that don’t deal well under pressure. Try to provide a weakness that everyone can relate to and never use an example that shows inappropriateness in your job. Give an honest, confident answer and always show how you have resolved these issues, either partly or wholly.
Example: “I tend to be a perfectionist, therefore it has been difficult for me to delegate to others. But I have found out that in order to develop the organization, as well as my team, everyone in the company must be experienced with many tasks.”
What not to say: “I am a perfectionist and therefore, I rarely believe in anyone who can work as well as me. As a result, I avoid delegating important tasks to others.”
Regardless of what profession you are a part of, motivation is the driving force behind your success. This is a personal question that only you can answer. Motivating examples are: challenge, achievement and recognition.
Examples: “I have always been motivated by both the challenge of finishing my projects on time and by managing my team towards achieving our goals.” OR “I want to be successful in my job, for my own personal satisfaction as well as for my employer and our customers.”
The interviewer could also pose this question as: “Why do you think you would do well at this job?” To properly answer this question, you must be able to sell yourself. When preparing for the interview, make a list of all your positive attributes and how they relate to the FM profession, as well as the industry the organization is a part of. (for example: you are a quick learner and/or excellent communication skills). Showcase your professional ambitions, such as motivation and your dedication to the Facilities Management profession, as well as your position. Always highlight the similarities between your current job and the one you are interviewing for.
Example: “I am a quick learner and perform better under pressure. I adapt well to change and pride myself on motivating my teammates as we work to achieve the company’s common goals.”
What not to say: Avoid providing a laundry list of all your positive attributes; limit your list to those relevant to the position you are interviewing for.
As workplaces shift toward the digital, so do the expectations of workplace leaders. You’ll want to showcase that you understand what the digital workplace supports and how you can contribute to these elements. Be prepared to talk intelligently about the digital workplace and its relationship to flexibility, mobility and connectivity.
Think about how your vision and strategy align with these elements. How would you build an environment that encourages employees to communicate and collaborate? How would you design a space that is well-received by employees with different kinds of personalities and work styles?
Example: "I would start by ensuring every employee has the digital tools they need to stay connected and be productive, no matter where they are working. Employees expect the technology they use in the workplace to be just as easy and user-friendly as the apps they use at home. And in a recent CBRE study, 59% of executives said they plan to add mobile apps that make it easier for employees to navigate the workplace and find the resources they need—so I'd start there."
What not to say: "Building a digital workplace? That wasn't in the job description..."
In the modern-day workplace, data is the new oil. Facilities managers need to know how to effectively collect and analyze workplace data and use it to make improvements.
Showcase your skills in this realm by providing specific examples of how you’ve used data to improve efficiency in the workplace. Be detailed in describing the types of information you used and how you gathered it. You want to let employers see that you can make objective decisions based on data rather than simply going off assumptions.
This is also a chance for you to showcase the types of workplace technology you’ve used. Experience in this space and knowledge of the latest technology trends are characteristics that are sure to make you stand out.
Example: “In my last role, we used IoT sensors to collect space utilization data, which revealed that many of our private offices were only being used half the time. As a result, we converted those private offices into small conference rooms people could reserve when they needed them. This improved our space utilization by nearly 50%.”
What not to do: Don’t be caught off-guard by the question. Even if your experience in this area has been limited, you need to demonstrate you understand the importance of using data and speak to what you’ve done so far.
The primary purpose of a corporation is no longer to create value for shareholders, but to invest in all stakeholders—including employees. In a recent Business Roundtable statement, nearly 200 top CEOs said investing in their employees is now their No. 2 priority, second only to providing value to customers.
Considering the employee experience is top of mind for business leaders, it should also be a priority for facilities managers. According to bestselling author Jacob Morgan, the employee experience consists of three things:
Facilities managers can make meaningful improvements in the workplace experience by creating an environment that supports collaboration and productivity and choosing workplace technology that reduces friction. You should give an example of an improvement you made in a previous role that may be applicable in your new role.
Example: “At my last workplace, reserving conference rooms had become a huge source of frustration. We implemented room scheduling panels, which made it much easier for people to find available rooms and reserve them at a moment’s notice.”
What not to do: Don’t make the mistake of assuming the employee experience is primarily an HR responsibility. Take ownership of your role in it!
This is your opportunity to show you're a lifelong learner who embraces change. It's also a chance for you to show how you would bring new ideas to the company, which will make you invaluable. Be prepared to talk about relevant blogs or podcasts you subscribe to, as well as any workplace conferences you've attended.
Example: "I'm a member of my local IFMA chapter and attend meetings regularly. I also enjoy listening to the Workplace Innovator podcast."
What not to do: Don't respond with a blank stare—show you're invested in the FM community!
This is one of the most commonly asked questions in the interview process, so be prepared with an answer. Answer honestly, but avoid answers that shed you and your work in a negative light.
Example: “There is no opportunity for promotion in my current position and I am ready to take on new opportunities and challenges.”
What not to do: Avoid any answers that speak ill of your old boss, company and/or colleagues. While we have all had setbacks at some point in our careers, this is not the time to discuss your troubles in your previous position.
Prepare for this question before going in, by really examining what exactly this job would entail and how you would measure success. This question is designed to be a trap, weeding out those candidates that don’t have a clear understanding as to what their role would be. The facilities management role is changing, and FM leaders are being asked to take on more strategic responsibilities. They need to be able to demonstrate their worth with new facility management metrics that prove they are maximizing space utilization, reducing costs and increasing workplace productivity. And they need to be skilled at using workplace technology (such as IWMS software) not only to get the job done, but also to enhance the employee experience.
Example: Say you would hire either the best candidate for the job or an individual possessing the qualities and strengths…and list the attributes you told the interviewer you hold. By doing this, you make yourself the candidate you would hire without explicitly saying this.
What not to do: Never say that you are the best candidate for the job, as you have no idea what qualifications the other candidates hold.
As a facilities manager, you will be expected to be a leader in every facet of the organization. To do your job properly, you must know every aspect of the company you work for and the industry it is a part of. You must also show a willingness to consistently learn and grow. This is your first opportunity to put those skills to work. Anyone can read the company’s mission and spout out the information on the “About Us” page. Dig deeper for information and relate the organization/position back to your passions and experience.
Example: If you find that the company is very involved in raising money for animal rights, talk about how you are a foster for the Humane Society or raised money for the animals in the local 5K race.
The interviewer is again probing to see how well you understand this position and what all it entails, how well you might match the job requirements and what appeals to you most about the position. Your answer should be focused on what you can offer to strengthen the company and, in doing so, you should demonstrate that you fully understand what the role entails.
Example: “One of the reasons I’m so excited about this role is because it allows me to leverage my facility management skills on a broader basis and face more complex challenges.”
What not to say: “I like your salary and benefits package.” OR “I believe that this job will help me assume another level of responsibility in my career.” Take the emphasis off your personal reasons and make it about how your professional experience can positively impact the organization.
So, now that you have gotten through the initial part of the interview, the focus turns to you. At the end of the interview, you are always given the opportunity to ask questions of the interviewing manager. The number one mistake a candidate can make is to not have any questions for the interviewer. You may have been the leading candidate up until now, but if your questions are not up to par, you could fall to dead last. Ask questions that spark conversation—these typically begin with “who, why, when or how.” Avoid close-ended questions that can be answered in one word. These questions typically start with “is, does, did, would or has.” JobInterview.net’s blog Interview the Interviewer is filled with valuable information regarding the rules of this section of your interview, as well as the top questions recruiters coach their clients on.
A few favorites are:
If you made it to the interview, you have passed the first test—you built a quality resume that showcased your talents on paper. The recruiter is now giving you a chance to prove you have what it takes to support the organization on its mission. Careful planning, attention to detail and quality communication skills are all requirements in the Facilities Management profession—this is your opportunity to prove you possess all of these skills and are the best candidate for the job. Make every word count and you will find yourself with a new job as a facility leader!
Looking for more insider tips on advancing your workplace management career? Check out our free guide: A Facilities Leader’s Guide to Landing an Awesome Job!
Tiffany covers leadership and marketing topics and enjoys learning about how technology shapes our industry. Before iOFFICE, she worked in local news but don't hold that against her.