Interviews 101
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01
What makes a good interview?
Design questions so results can be analyzed, compared, and acted on. Each question should measure a single, clearly defined idea using neutral, behavior-based language and consistent response scales. Avoid vague, emotional, or double-barreled questions.
Write every item with the end analysis in mind—if you can't explain how responses would be interpreted or compared, the question isn't ready. Open-ended questions are valuable for context, but structured questions create the signal.
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02
Interview Question Building Guidelines
If a question can't be operationalized, it can't be trusted.
If it can't be compared, it can't be learned from.
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03
Design for analysis at the moment of writing
Before finalizing any question, ask:
- What variable is this?
- What does "high" vs. "low" mean?
- What decision could this inform?
- What would we compare this against? -
04
Measure constructs, not feelings
Experts design surveys around constructs (e.g., role clarity, psychological safety, manager support), not emotional venting.
Bad: "How do you feel about leadership?" (Answer is open ended)
Good: "My manager gives me the information I need to do my job effectively." (Answer is a scaled answer, or Yes or No)
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05
One idea per question. Always.
Bad (testing two attributes): "My manager communicates clearly and supports my growth."
Good:
- Question 1: "My manager communicates expectations clearly."
- Question 2: "My manager supports my professional growth." -
06
Experts avoid vague terms like "often," "fair," or "good" unless anchored.
Good: "In the past 3 months, I received actionable feedback from my manager." (Answer is Yes or No)
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07
Avoid leading, loaded, or moralized language
Bad: "My manager respects me."
Good: "My manager listens to my input before making decisions that affect my work."
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08
Use open ended questions to 'color' the picture but separate from quantitative signals
Use closed-ended items for signal
Use open text to explain why the signal exists
