Questions to Ask at the End of an Interview

Short answer

• At the end of an interview, when the interviewer asks whether you have any questions, say yes and ask two or three questions you prepared in advance. The best questions are about the work itself, the team, the manager, how success is measured, growth opportunities, and the next steps in the hiring process. Ask open ended questions that cannot be answered with a single word, and ask only about things you genuinely want to know, because the answers help you decide whether to accept an offer. Do not ask about salary, benefits, or vacation time at this stage, and do not ask anything the job posting or the company website already answers. Close by thanking the interviewer and confirming the next steps and timing.

Introduction

Almost every interview ends the same way. After the interviewer has finished asking about your experience, they turn the conversation around and ask, “Do you have any questions for us?” That moment is a real part of the interview, not a polite formality at the end of it. Career services at universities and the U.S. Bureau of Labor Statistics both treat it that way: the Bureau of Labor Statistics describes it as the point where you get to “turn the tables” and learn more about the position and the person who would be your boss.

This article is about the questions you, the candidate, ask the interviewer. It is not about the questions interviewers ask candidates, which is a different topic covered in a separate guide. The distinction matters, because the two kinds of questions serve different purposes. Interviewers ask questions to judge your fit for the role. You ask questions to judge whether the role fits you, and to show that you have thought seriously about the work.

Good questions do two jobs at once. They give you information you need before you can accept an offer with confidence, and they show the interviewer that you prepared, researched the organization, and are thinking about the job as a real working relationship rather than just a job title. No question can guarantee you an offer, and this article makes no such promise. What good questions can do is help you avoid accepting a job you would have turned down if you had known more, and help you leave a stronger final impression.

The sections below are organized by topic, so you can pick the questions that fit your situation. You do not need to ask all of them. In fact, you should not try. Prepare a shortlist of five or six, expect to ask two or three, and let the conversation decide which ones still need asking.

1. Why Asking Questions Matters

An interview is a two way decision. The employer is deciding whether to hire you, and you are deciding whether to work there. Until you ask questions, you are deciding with only half the information: the job posting, the company website, and whatever the interviewer chose to tell you. The question round is your chance to fill the gaps that matter most to you, such as what a normal week looks like, how your work will be judged, and what kind of manager you would report to.

Asking questions also signals preparation. The career planning office at the City University of New York puts it directly: asking questions at the end of the interview signals that you came prepared, having researched the company before you arrived. And asking protects you from a common regret: accepting a job and discovering a basic fact too late, such as a different schedule, reporting line, or main responsibility, when one question could have revealed it.

2. Before the Interview: Prepare a Shortlist

Good questions are prepared, not improvised. During your research, write down every question that comes to mind, then cut the list down to five or six strong ones. A career guide published by Thompson Rivers University advises candidates to have at least three good questions ready, to write them out, and to bring the list to the interview. There is nothing wrong with reading from your notes. Interviewers expect candidates to bring notes, and a written list shows preparation rather than forgetfulness.

Build your list from your research. Read the job posting closely, read the organization’s website, and look for recent news about the organization. Then turn gaps into questions. If the posting says the role involves “cross functional collaboration” but never says with whom, ask who you would work with most closely. If the organization recently announced a new project, ask whether the person in this role would work on it. Questions tied to something specific you found show that your research went beyond the posting.

Rank your questions before you arrive. Interviews run on a clock, and some of your questions will probably be answered during the conversation before you ever ask them. The University of California, Davis career program warns candidates not to ask a question the employer has already answered during the interview, since repeating it suggests you were not listening. So put your most important questions first, and be ready to drop the ones that get covered.

Prepare one question for each interviewer if you meet several people.

3. Questions About the Role

Questions about the role fill in what the job posting leaves out. They suit almost any interviewer, and they are the safest place to start.

• What does a typical day or week in this role look like? A posting lists duties, but it rarely shows how time is actually divided. This question turns a list of responsibilities into a picture of daily life.
• What would you want the person in this role to accomplish in the first 90 days? The answer tells you what the manager will judge you on early, and whether expectations for the first months are realistic.
• What is the hardest part of this job for someone new to it? Every job has a hard part. Knowing it in advance lets you prepare, and the honesty of the answer tells you something about the manager.
• Is this a new position, or did someone leave it? If the role is new, ask what led to its creation, since that explains what problem the role is expected to solve. If someone left, you can ask what the team learned from that, though you should not press for personal details about a former employee.
• What kind of training do new employees receive? Training matters most in the first weeks, and the answer reveals whether the organization invests in getting new hires up to speed or expects them to figure things out alone.

4. Questions About the Team

You will spend most of your working life with your team, not with the company as a whole. Team questions help you picture that daily reality.

• How is the team organized, and who would I work with most closely? This is worth asking even if the posting names a department, because departments can be large and your daily collaborators may be a small group within it.
• How does the team work together on a shared task? Some teams divide work and regroup at the end. Others work in pairs or review each other’s work daily. Neither style is better in general, but one of them will suit you better.
• How does the team decide what to work on first when everything is urgent? The answer reveals how priorities are set and whether the team has a clear process or simply reacts to the loudest request.
• What do you enjoy most about working with this team? This is a warm, open question that often produces the most honest answer of the interview, because it invites the interviewer to talk about their own experience.
• What qualities do the strongest people on this team share? The answer describes what the team values in practice, which may differ from what the posting claims to value.

If you meet a future colleague rather than the hiring manager, team questions are your best use of that conversation. A colleague can describe daily work more honestly than anyone else in the process, and their enthusiasm, or lack of it, is itself useful evidence.

5. Questions About Your Manager

Your manager shapes your experience more than almost any other single factor: what you work on, how you are evaluated, and how much room you have to grow. Yet many candidates never ask about management style at all.

• How would you describe your management style? Ask this directly when you are speaking with the hiring manager. Expect a general answer, and then ask a follow up that makes it concrete, such as how often they meet one to one with their reports.
• How do you prefer to give feedback, and how often? Some managers give feedback in the moment. Others save it for formal reviews. Knowing the pattern helps you understand how you will learn whether your work is on track.
• How is success measured in this role? The career planning office at the City University of New York recommends this question, because postings list tasks but rarely state the concrete goals a new hire will be judged against. The answer also tells you what it takes to earn a raise or a promotion later.
• What does the review process look like here? Ask who evaluates you, how often formal reviews happen, and whether there are informal check ins between reviews.
• What support would a new person in this role receive in the first months? The answer covers mentoring, training, and how much independence is expected early, which matters a great deal in the first 90 days.

6. Questions About Growth and Development

Growth questions show that you are thinking beyond the first month, and they reveal whether the organization invests in its people or simply fills seats.

• What opportunities for advancement exist from this role? The Bureau of Labor Statistics lists this among its recommended questions. A clear answer names realistic next steps. A vague answer may mean the path is unclear.
• What professional development opportunities are available, such as training, courses, or conferences? The career planning office at the City University of New York notes that this question signals a desire to grow, and the answer is telling about advancement opportunities for the position.
• What skills would be most valuable for me to develop in this role? This question does double duty: it shows you want to improve, and it tells you where the organization thinks the role is heading.
• How have people in this role grown in the past? Ask for examples rather than promises. A story about a real person who moved into a new role is stronger evidence than a general statement about growth.

Be careful with timing here. Growth questions are welcome in most interviews, but in a very first screening conversation with a recruiter, keep them brief and save the detailed version for the hiring manager.

7. Questions About Culture and How Work Gets Done

Culture is hard to judge from a website, because every organization describes itself in similar positive words. Questions about daily habits and decisions give you better evidence than questions about values in the abstract.

• How would you describe the work environment day to day? Ask for description, not adjectives. “Collaborative” is an adjective. “We review each other’s work every morning” is a description you can evaluate.
• What do you like most about working here? The Bureau of Labor Statistics suggests this question, and university career guides repeat it, because it invites a personal answer that is hard to fake.
• What is something you wish you had known before you started working here? Several university career services suggest this question. It often produces a candid answer, and it can reveal a quirk of the workplace that no posting would mention.

8. Questions About the Company and Its Direction

Company questions show that you researched the organization and are thinking about its future, not just your own starting date.

• What are the biggest challenges facing the organization or this department right now? This question shows interest in the organization’s real situation, and it may also give you a chance to describe how you could help.
• What are the organization’s goals for the next year, and how does this role contribute to them? The answer connects your daily work to a larger purpose, which matters for motivation over time.
• I noticed the organization recently announced a new project. Could you tell me more about it, and whether this role would be involved? The career planning office at the City University of New York suggests this approach, since it proves you followed the organization’s news and not just its job postings.
• How does the organization support diversity, equity, and inclusion in practice? The career planning office at the City University of New York lists this question, and advises listening for concrete examples rather than broad statements.

Keep company questions proportionate. One or two are enough in most interviews. More than that can make the conversation feel like a briefing about the organization rather than a discussion of your fit for the role.

9. Questions About Next Steps

Always end with a question about next steps. The Bureau of Labor Statistics advises candidates to make sure they understand the next step before leaving, including whether there will be another round of interviews, whether they should provide additional information, and when a decision will be made. The career planning office at the City University of New York calls the timeline question a good final question, because it relieves the stress of waiting and tells you when to follow up.

• What are the next steps in the hiring process? Ask this plainly. The answer may include further interviews, a work sample, reference checks, or a decision timeline.
• When do you expect to make a decision, and when should I expect to hear from you? A date gives you a clear point for follow up, rather than leaving you guessing.
• Is there anything else you need from me, such as references, work samples, or additional information? This question is useful because it can surface a missing item while you can still provide it.
• Who should I contact if I have a question while I wait? Knowing the right contact avoids the awkwardness of writing to the wrong person.

After the timeline question, thank the interviewer. Thank them for their time, restate briefly that you are interested in the role, and confirm that you will follow up as discussed. The Bureau of Labor Statistics notes that a thank you at the end is part of closing well, and a short thank you message after the interview is standard practice.

10. Questions to Avoid, and Why

Some questions are best left until later in the process, and some should not be asked at all. Avoiding them is not about hiding your interests. It is about timing, because the same question can be welcome after an offer and unwise before one.

Salary, benefits, and vacation time belong after an offer. The Bureau of Labor Statistics states this plainly: an interview is not the time to inquire about salary or benefits, and the best time to discuss those topics is after you have been offered the job. The University of California, Davis career program gives the same advice, adding hours to the list of topics to hold. The reason is practical, not moral. Before an offer, these questions can leave the impression that pay matters more to you than the work, even when that is not true. After an offer, they are a normal and expected part of negotiation, and you should ask them then in detail.

Do not ask questions whose answers are already public. The career planning office at the City University of New York warns against questions that could be answered with a quick search of the job posting or the company website. Asking them suggests you did not prepare, and it wastes a question slot you could have used for something only the interviewer can answer. If you want to clarify a public fact, frame it as a follow up: “I saw on your website that the team recently expanded. Could you tell me how that changed the way the team works?”

Do not ask for feedback on your performance, or whether you got the job. The University of California, Davis career program advises against both. Interviewers usually cannot answer on the spot, because decisions involve other people and later stages. Asking puts them in an awkward position and rarely produces a useful answer. The timeline question in the previous section is the better way to learn when you will hear back.

Do not ask overly personal questions, and do not criticize a former employer or colleague as part of a question. A question such as “Why did the last person really leave?” can sound like gossip, and it invites an answer the interviewer cannot properly give. Stick to questions about the work, the team, and the organization.

11. How Many Questions to Ask

Prepare five or six questions and expect to ask two or three. That balance is widely advised by career services: enough preparation that you are never caught without a question, and enough restraint that you do not turn the closing minutes into a second interview. The Thompson Rivers University guide suggests having at least three good questions ready, which fits the same pattern.

Time is the real constraint. Interviewers usually allow a few minutes for your questions, and a long answer can easily take two minutes on its own. Two thoughtful questions with real discussion are worth more than six rushed ones. Quality matters more than count.

If the interviewer has already answered most of your list during the conversation, say so honestly. “You have actually covered most of what I wanted to ask, which I appreciate. I do have one question about…” is a strong answer, because it shows you were listening. Saying “No, I have no questions” is the one answer to avoid. The career planning office at the City University of New York describes the answer to “Do you have any questions?” as one that should always be yes, because it signals preparation and gives you information for your own decision.

If time runs short, prioritize. Ask your most important remaining question and the next steps question, and save the rest. You can sometimes ask a remaining question in a follow up message, but only if it is genuinely important and brief.

12. Adapting Your Questions by Interview Type

Different interview formats call for different questions. A question that works well with a hiring manager may be wasted on a recruiter, and a question that suits a final round may be premature in a screening call.

In a recruiter screening, keep questions general and process focused. Recruiters can usually answer questions about the hiring timeline, the stages of the process, the salary range if it is public, and the broad shape of the role. They often cannot answer detailed questions about daily work or team dynamics. Save those for the hiring manager. A good screening question is: “What are the next stages after this conversation, and what does the timeline look like?”

In a phone or video interview, the same questions work as in person, but delivery matters more. Without body language to help, speak clearly, pause after each question, and give the interviewer time to answer fully before moving on.

In a panel interview, spread your questions across the panel rather than directing them all at one person. Address each question to the person best placed to answer it, and make eye contact, or camera contact on video, with the whole group as you speak.

In a final round interview, your questions can be more specific and forward looking. By this stage you should already understand the basics of the role, so questions about challenges, success measures, and the team’s priorities carry more weight than basic questions about duties.

In an internship interview, adapt the same categories to your situation. The University of California, Davis career program suggests asking about typical day to day responsibilities, what former interns accomplished, and how much guidance interns receive in developing future career goals.

For a remote role, add questions about how remote work actually functions. Ask how the team communicates day to day, how often the team meets live, and how a new remote employee is onboarded. A role described as remote can still involve very different daily realities, and these questions reveal them.

13. Sample Closing Wording

You do not need a script, but having a closing shape in mind helps you finish confidently rather than trailing off. A simple closing has three parts: a thank you, a brief statement of interest, and a confirmation of next steps.

Here is one example you can adapt in your own words:

“Thank you for taking the time to speak with me today. I have enjoyed learning more about the role and the team, and I am very interested in the position. Could you let me know what the next steps are, and when I might expect to hear from you?”

Keep the closing short. A long closing speech can undo the good impression of a focused interview. Say what you mean in two or three sentences, then stop and let the interviewer close the conversation.

FAQ

Should I really ask questions if I already know I want the job?

Yes. Even if you are sure you want the role, the answers help you start well. Questions about the first 90 days, the manager’s expectations, and the team’s priorities give you information you will use in your first weeks. They also show preparation, which matters even when the decision seems likely to go your way.

What should I do if the interviewer answers all my questions before I ask them?

Say so, and ask your best remaining question. A sentence such as “You have covered most of what I wanted to ask, which I appreciate” shows you were listening. Then ask one question that is still open, and finish with the next steps question. Never answer “no” to the invitation to ask questions.

Is it acceptable to read questions from my notes?

Yes. Career advisers recommend writing questions out and bringing them to the interview. Reading from notes is normal and shows preparation. Keep the list short, glance at it rather than reading it word for word, and be ready to skip questions that have already been answered.

How many questions is too many?

More than three or four in the closing minutes is usually too many, because time is limited and each answer takes time. Prepare five or six, expect to ask two or three, and let the conversation decide. If the interviewer invites more questions and time allows, you can ask another, but do not treat the invitation as an obligation to use your whole list.

What should I do after the interview ends?

Send a brief thank you message to each interviewer, preferably within two days, as the Bureau of Labor Statistics advises. Thank them for the opportunity, briefly restate your interest, and mention one specific point from the conversation. If the interviewer gave you a decision date and it passes without news, a short polite follow up is appropriate.

Sources & references

• U.S. Bureau of Labor Statistics, Career Outlook, "Employment interviewing: Seizing the opportunity and the job" (April 2016, updated from the original 2000 article). Used for: the candidate question round occurring toward the end of the interview; sample questions about first six months accomplishments, typical assignments, training, advancement, and what the interviewer likes about the company; the advice to hold salary and benefits questions until after an offer; the advice to confirm next steps before leaving; and the thank you message advice.
• University of California, Davis, Washington Program, "Questions to Ask at the End of the Interview". Used for: not repeating a question already answered in the interview; preparing organization specific questions; holding pay and hours questions until an offer; and not asking for feedback on interview performance or whether the candidate got the job.
• Thompson Rivers University, "Launching Your Career", Appendix I: "Questions to Ask the Employer at the End of the Interview (Tips and Samples)" by Sarah Ladd. Used for: having at least three good questions ready; writing questions out and bringing them; asking open ended questions; and asking questions the candidate genuinely wants answered.
• City University of New York, Graduate Center, Career Planning, "Questions to Ask at the End of a Job Interview" by Sarah Hildebrand (5 May 2021). Used for: answering yes to the invitation to ask questions; questions about reporting lines, typical days, culture, short and long term goals, professional development, challenges, success measures, and hiring timeline; and avoiding questions already answered by the job posting or company website.
• Minnesota State University, Mankato, Career Development Center, "Questions to ask the Employer". Consulted during research for additional question examples in the manager and team sections; no statistic or quotation is taken from it.