The purpose of third-round interviews

During the first two rounds of interviews, the focus is often on gaining a clearer understanding of a candidate’s career goals and reducing the list of candidates by assessing general qualifications, relevant skills and salary expectations. By the end of the second round of interviews, the pool of applicants is typically narrowed down to two or three individuals.

During third-round interviews, the focus pivots to specifics on how a candidate adds to the company’s workplace dynamic. At this time, you should gain a sense of your interviewees’ work ethic, time management skills and preferences for solo and collaborative work. Because these qualities can be difficult to articulate, it’s helpful to ask strategic questions that address them from multiple angles.

Third-round interview questions and prompts

As you prepare your third interview questions, consider focusing on assessing how the candidate functions in various scenarios, identifying whether their skills and professional experience align with your company’s culture, and gauging their desire to grow in their career.

Situational and competency-focused questions

1. Give an example of when you took the lead on a project. What was the outcome? A candidate’s answer to this question can give you insight into their leadership potential and how effectively they work in a team environment. It can also provide you with information on how they handle added responsibility.
2. Describe a time when you faced tight deadlines. How did you manage your time? This question lets you assess how effectively the candidate prioritizes their time and efforts under pressure.
3. Describe a time when you were unable to accommodate a client or customer’s expectations. How did you maintain positive interactions? This question can help you identify how effectively the candidate adheres to company policies or best practices or uses de-escalation strategies during conflicts.
4. What resources or training would enhance your performance? This allows you to gain insight into motivating factors that help a candidate grow in their career and how well they understand the field and job role well enough to identify resources that could improve their knowledge or performance.

Cultural add and long-term potential questions

1. Describe a time when you had to navigate a conflict with a coworker. How did you address the situation? An employee’s ability to handle conflict in a healthy, constructive way is essential to your company’s morale and culture. Because opposing ideas are a key element in a forward-thinking company environment, it’s important to have employees who know how to navigate differences with coworkers.
2. What interests you about our company values and culture? This question helps you determine whether the candidate understands the company’s goals and objectives. It can also help you identify whether the candidate’s personal and professional goals align with your company’s mission.
3. How do you handle change in a fast-paced environment? This question evaluates the candidate’s ability to prioritize tasks and adapt to changes in leadership and responsibilities. It also gives insight into how effectively they manage their time under pressure.
4. How do you contribute to a positive team dynamic? With this, you can assess how effectively the candidate works in a collaborative environment. You’ll also get a better sense of the type of relationships the prospective employee is accustomed to having with their colleagues.

Questions to assess a candidate’s self-awareness and desire for professional growth

1. Where do you see yourself in five years, and how does this role fit your career goals? This question helps you understand the candidate’s long-term career aspirations. It can also help you recognize whether the company would get a return on the time and resources invested into that candidate if they were chosen for the position.
2. How do you stay up to date on industry trends and best practices? This question helps assess a candidate’s commitment to staying knowledgeable and relevant in their field. By asking this, you can understand their methods for keeping current, whether through industry publications, professional networks, continuous education or attending conferences and workshops. This insight into their approach can also reveal their motivation for career growth and dedication to continuous learning and professional development.
3. If you’re hired, what skills do you hope to improve during your first six months with the company? This helps you identify how motivated the candidate is to grow in their career. It also shows a level of self-awareness and can provide insight into how teachable the candidate is.
4. What is your approach to receiving feedback, particularly when it’s critical? This question can help you evaluate how receptive the candidate is to feedback and how effectively they implement it.

Evaluating candidate responses

Third interview questions typically don’t have “right” answers, presenting a challenge for interviewers during the evaluation process. These questions are more complex, and candidates often need a minute to collect their thoughts to provide an answer that accurately conveys their work philosophy and career goals. It’s important not to be too quick to dismiss candidates who don’t have prompt, well-planned answers. Instead, look for candidates who can cooperate, learn from their mistakes and accept and incorporate feedback.

This round of interviews is an appropriate time to provide more details on the scope of responsibilities the prospective employee would have if hired. As they answer questions, look for indications that they understand the job and are committed to developing the knowledge and skills they need to succeed in that role.

Finally, look at each candidate as a partner of the company. The right hire can learn to perform the tasks the job requires, but skills such as collaborating well with a team, respecting your company’s culture and mission and learning from negative feedback are much harder to instill.

Finding the right hire in the third round of interviews

As you’re making the final decision on which candidate will join your team, it’s important to actively listen to your interviewee’s answers and take thorough notes. This can help you compare each candidate’s strengths and weaknesses and identify which person has the right skill set, experience and drive for the position. By strategically asking questions that give you a well-rounded understanding of who the candidate is as a person and an employee, you can make the most informed decision when choosing the right hire for the job.

FAQs about 3rd interview questions

How many 3rd interview questions should I prepare?

The third interview allows you to get an in-depth look at the applicant’s soft skills, including their communication skills, problem-solving capabilities and time management strategies. In general, it’s helpful to consider the length of the interview when preparing questions. A common practice is to subtract roughly five minutes from the beginning and end of the interview and divide the remaining time by three. That number provides a good baseline for the number of questions you should ask.

Are there any third interview questions I should avoid?

Because you only have a short time with each prospective employee, it’s important to make that time count by asking strategic questions. For that reason, you want to avoid trick questions in interviews that are either too broad to provide valuable information or are designed to stump the applicant. Instead, make sure each question has a clear purpose.

What are some “red flags” to look for during the third interview?

Some potential red flags to watch for during the third interview include:

• Answers that suggest a lack of preparation or knowledge about the job or company
• Indicators that the applicant doesn’t work well on a team; for example, reluctance to recognize others’ accomplishments or contributions
• Suddenly mentioning potential dealbreakers that would keep them from accepting the position; for example, expressing unwillingness to report to an office for a job that was listed as an in-person role
• Not having questions about the job or the company