Top 15 Difficult Interview Questions for Training & Development Professionals

Top 15 Interview Questions for 

Training and Development Professionals

Introduction

        It's the time again - interviewing for a new position within the training and development world. As the illustration above demonstrates, the demands placed upon training and development professionals continue to expand and evolve. Yes, I'm sure that it's that way for many other careers/departments/etc. too, but there's a certain comedic value to the blended roles in the training world once you learn enough about human development and the way people think and learn. But enough with that. Having gone through several dozen interviews to land my last full time position and as I start the process all over again for the next one, with plenty of conversations in between - especially for those wonderful 3,4, and 6 month contracts that seem abundant, I'd thought I go back and revisit the 15 questions that I think any person interviewing for a position within a training department/company - ID, Multimedia, Manager, Project Manager, Graphic Designer, LMS administrator, etc. will face and the ones that can prove to be the most difficult to answer.

       Why focus on this topic now? It's not just personal - I guarantee that. I've been contacted to heard about or from so many people about jobs that are opening up or remain vacant for Instructional Designers, Web Developers, Graphic Designers, Instructional Technologists, and LMS administrators that even I,  a self-admitted introvert and captain oblivious at time, noticed how many opportunities abound right now. Plenty of news articles and blogposts, as well as gossip from professional contacts, points to companies continuing to try and pump more productivity out of existing employees as well as a whole new batch of growing companies realizing that in order to continue their growth and success, training for existing as well as current employees must grow and be available. 

        Additionally, the issue of training, from a business perspective, will continue to see focus and interest from leaders as they themselves put their children through the current educational market, as professors and teachers at all levels try to keep up with the new technologies as well as increased workloads, and as students of all ages gain more awareness concerning the flaws, the dichotomies, and the inherent problems with our current educational & training programs at all levels.

So, this post will try to help those looking to land a new, or first, job in the training and development world in today's corporate environment. I am taking an approach with this topic that aside from the pure trainers out there - folks with 2 or more decades in training and who managed in the last 5-10 years to keep their programs entirely in the classroom, and haven't switched topics let alone industries, that a lot of newer folks in the training world are as much introverted as extroverted. I myself struggled for years with this distinction because while I'm friendly and enjoy company, the noise and demands that society and our work environments place upon us make it hard to see the subtle differences. To put it another way, we all know the real extroverts, the people whose voices never cease, but, many people sit just to one side or the other of the "introvert/extrovert" line. Business, especially successful businesses, need extroverts - that's clear. Training, much like k-12 education, used to be a place where the extroverts dominated and were attractive and became the leaders. Now, a whole new generation of involved and dedicated training professionals seems to be emerging, folks who are quiet, hard-working, honest, and above all - analytical. They desire clear direction, they expect clear performance standards, they want to learn and to grow, and they need quiet and isolation in chunks to do so. What I've found out for myself, is that introverts can find it difficult in the interview process because for a variety of reasons, the 15 or even 1 hour long conversation you have with a recruiter, a hiring manger, or even a team of individuals, doesn't allow the introvert the comfort as well as time they need to form the bonds and understand what's really being asked of them with a specific question. I'm not saying that introverts are all socially awkward, emotionally unintelligent, or incapable of being social, gracious, intuitive, and on and on. But if you ever felt uncomfortable and/or incapable of understanding what a person really wanted to hear during an interview, or a meeting, then this may help you.

        I've listed the top 15 questions I've been repeatedly asked as well as the ones I find difficult to answer myself below, and have written out the real reasoning (it may take many forms) behind the questions. These are true in my experience. They may not be true in yours. You may remember other questions, you may find it difficult to answer ones other than these. You may look at these and say - Jesus, a twelve year-old could conquer these questions. Well, that may be true for you - but not for me, so again, this is from my perspective. If you are more of a introvert or for some reason have difficulty quickly assessing people/situations, then doing this for yourself as you prepare for a meeting or for looking for a new/first job in the training world may help you.

1. What is ADDIE? Explain your (or a ) design process?

• The person is checking your thought process. They don't really care about how much you know about ADDIE, Dick & Carey, or any other design model. They want to hear you speak, they want to check how you approach the entire spectrum of training.
• They may also be checking your work style or work ethic or may even use this as a way to get you to talk more about your experience. If this doesn't come a place in the interview where there's a natural segway into - okay - tell me about training (or if you are a seasoned person with training experience) then this may represent an attempt to gauge exactly what working with you would be like. Remember, employment really is a two way street. Managers/Bosses can get just as frustrated with an employee as you might have gotten with a boss at some point in your career.
• Additionally, the interviewer, again depending on the timing of the question, may want to check your ability to analyze a situation and/or problem solve. This type of question is the generic equivalent of "tell me about ____ (this position) or (this project) ". Again, this is not the time to theorize about a model or a theory. It's about your power to observe, assess, and respond to the work environment and its demands.

2. Describe for me (tell me about a time) when you had to deviate from a process, (a design), (a plan). Or, talk about a time when expectations (or deliverables) changed.

• Newsflash - it's all about the flexibility. I'm a self-admitted planner & possess slight, um, OCD tendencies. That's okay - there's a need and a place for us - in every company, in every department, in every field. But, we must learn that nothing can be prepared for 100% and that the unfortunate by product of our technology, our long commutes, and our complex society and our large organizations is the need for flexibility. Don't sweat it and don't take it personally. If you are like me, trust me you are valued for what you bring and what you do - even if you think you never hear it or are fairly compensated for it. That's fine. Even if you make a mistake and leave a position or company because you weren't valued - you still will always need to recognize that flexibility can endear you very much to those who fly by the seat of their pants.
• The saying goes "no man is an island". And in the training world that's never been more true than today. You may know Photoshop, or Illustrator, or Captivate, or Lectora, or your company's LMS like the back of your hand. Trust me though, unless your a programmer who works on that program, you don't know everything - and you will get a request that you cannot fulfill - either in time and/or budget requirements. But, that's okay - deviation is expected. All those project plans you fill out, all your hours you've tracked, all those fancies spreadsheets or Microsoft Project timelines you've seen - everyone is late with work, every project cuts corners, skips steps, or somehwere along the way causes anxiety, anger or sleepless nights for a manager. You are not alone. So, when this question comes up - focus on what you did right, how you fixed it, not on the problem or casting blame.
• As a side note, this may be a great and opportune time to include a comment or story than demonstrates your ability to learn a business/industry  - it's not just about you and your reaction - it can also be about your ability to conceptualize, organize, and maybe even evaluate a situation clearly and that's what a business needs.

3. Describe your approach to ILT versus WBT. (This question comes in several flavors - including having someone applying for and ID position mock up a quick copy (usually with an hour or two) or outline of a training program based on a given scenario)

• Back to question one - they're looking for your ability to think clearly and rationally, as well as analyze a problem and recommend a solution. There's never a totally right or wrong answer here - it depends on the needs of the business, the constraints, etc. If you encounter this in the form of a design scenario, keep it mind that it's good and okay to adjust your thinking as you learn more about the company through the debrief or interview.
• This is also a way to check your understanding of human development & learning. Sales training may include readings, case studies, knowledge or web-based role playing, but a lot of sales training needs to be done via human interaction - chats, live role-playing, classroom interactions, etc.
• This is also a great opportunity to learn more about the company/industry and to show what you learned about your last company and it's business model/constraints. Each company, even within the same industry, has a different culture, work schedule, etc. For example, in the retail world, more boutique chain, off-price retailers, and large box type store tend to to have their merchants out in the "market" more often than traditional department stores, more focused retailers, etc. So a onboarding program or sales training program would look different from a scheduling and/or ILT/WBT perspective as you move from one group to another

4. How do you go about creating objectives? Or, how do you go about creating assessments?

• Alas, here's another way for a hiring manger or interviewer to check the way you think. I heard a story from a fellow panelist on a webinar I was a part of the other day say that back in the day of almost guaranteed employment for college grads, she was swooped up by a tech company and she thought it was weird at first because she had a degree in English. But they told her after bringing her on board - we can teach you certain skills, we can teach you about technology, we can't and can't afford to teach you how to think. So - it's very important for a hiring manager / company to check your ability  - you can learn a new design model or a new processes for creating training, graphics, evaluation, etc. If you can't clearly articulate how you did it in the past or how you were taught (if you have no prior experience) than that's an immediate red flag.
• This is also a way to check to see where your strength lies - in the details or the big picture, and if you can float to the other one when needed. Human beings are not always rational creatures and our emotions or emotional experiences can lead to a variety of interpretations to any given situation - but you cannot stay in the weeds nor can you stay in the sky forever. You must be able to float between the jungle floor and the canopy on a regular basis. 
• Even if the hiring manger or interviewer isn't well versed in training and instructional design, you can certainly bet they wouldn't have gotten to be a hiring manager or interviewer without a modicum of intelligence and an ability to understand people. So, this is also a way for someone to check your approach and appreciation for training inside of a business setting. Even with all the blame, excuses, and compliance courses out there crowding the room, most people at least possess a basic notion of when someone know what they're talking about - so demonstrate your proficiency here - just keep it grounded with examples.

5. Describe your relationship with SMEs. Or, describe a time when you had to work with a difficult SME.

• This type of question, especially if the phrasing is a bit more like the second example, puts you automatically on thin ice. Most people, even if they don't consciously think about it, don't want to hear someone bashing an old boss, fellow employee, etc. So, this question must be handled with tact and graciousness. Focus on your actions and focus on what you did to try and make the situation better. This is similar to discuss performance/training related issues and what you did to help not just "train" but also train to eliminate the cause of the problem.
• This is also a personality check. Besides not wanting to work with a person who blames others or bad mouths, businesses thrive when problems are solved, when initiative is taken, when someone steps up. Even if the solution isn't elegant or as soon as you finish something it becomes useless, outdated, or the like, it's at minimum an effort as seen by any employer and a learning opportunity for you.
• Also, going back to that earlier comment about no one being an island unto themselves, this is also a barometer on how you function as part of a team - and here you can knowingly or unknowingly give away your strengths and weaknesses.

6. Describe a time when you didn't understand a project. Or, describe a time when you felt like you didn't know what you were doing or what a boss/client/SME wanted. Or, what would you do if someone handed you a Powerpoint or you had to take an ILT course and make it e-learning?

• Several different ways to phrase it - some more direct than others, but essentially they're all looking for the same thing - what's your thought process and how do you go about gaining clarity, building a project, establish milestones, and evaluate. It's basically question 1 all over again - but this time masked under some confusing language or presented as a situation where you are lost and without direction. Again, a great opportunity for you to share what you know, to share problems you helped solve. And, a great chance to talk about how you work.
• Alas, it's also a way to shoot yourself in the foot. Maybe you are uncomfortable without clear directions, I still am sometimes. Maybe you just don't have enough time with someone to really gauge their personality. Maybe, you judge others too quickly to form a really accurate picture of who they are and how they approach things. Anyway you cut it, there are times we all get over our heads, when we get lost, we don't know what the other person wants. So, it's essential when answering this type of question to gain clarity from the interviewer as a way to demonstrate you know what they're looking for, and to focus on actions more than thoughts. Oh - and again - don't go bashing anyone!

7. How did you (or can you) incorporate Kirkpatrick into your design? Or Bloom? Or Gange? Or - what was your previous company's training model / design process. 

• Here we see another place where your analysis skills are tested, but you cannot afford to get bogged down in theory or in details. Be specific, be precise, and be positive. Again, you will learn the company's process with enough practice and time, but they won't want you if you make yourself out to be a professor locked in an ivory tower, or a schlep with little refinement.
• Another big part of training, especially for you newbies, is the ability to see and/or make connections. Going back to that panel discussion I mentioned earlier, (it was on the difference between training and education) even when you don't consciously realize it - your brain is designed to compare and contrast things. If you can master the process and your subconscious thoughts - or you meditate/reflect on a regular basis, you can do yourself and your career a huge favor. Good training departments, like good teachers or professors, know it's not about one thin- it's about the learners & about the "company" - which for professors is the subject matter. Outside of upper management, you are one of the few areas that really gets to learn and see and spend time in many areas of a the business - especially as the company size gets exponentially larger. So, use that opportunity to your advantage and also discuss your observations - again in a positive manner, with a prospective employer. But - be prepared. If you didn't act or didn't have a chance or didn't feel comfortable approaching people about things - be prepared to discuss why and what you would have done or would do differently next time.

8. How do you go about gathering content and requirement from SME's. Or, - how do you go about creating and using a needs (or gap/job) analysis?

• We're back to the tree/forest concept from earlier. Training is about both details and the big picture. In a business setting, it's about the needs of the learner balanced against the needs/demands/constraints of the business.
• This type of question also allows insight into your decision making process. Businesses need people who can make decisions while learning from mistakes or missed opportunities. It's a bit complex at time, but in reality, good training programs, on any level, are about knowing what approach to take and what to not do or not to include.
• A question such as this also allows you to show how you learned and grew professionally in a roll. Everyone knows next to nothing when they start out. Everyone also does not know what they don't know. Still following? So being able to relate how your work, your tactics, your approach, your design, etc. changed as you grew and learned is a great way to show yourself off. But be wary again - be specific and be precise. There's a fine line between self-awareness and bragging.

9. Can you demonstrate how to use a specific feature in a particular software program.

• I don't disagree with using this type of question as backhanded as it is. Quite honestly there's plenty of miss-perceptions out there. Because you have a degree, because you listed this on your resume, because you have experience with this company, etc., people assume you can do this or you know that. Trust me, I'm a firm believer in business' needs to invest in people - but there's also a point where you need to know what you can and can't support. When I was teaching HS I spent several years at an very good, but small Catholic school in the inner city. Given the school's struggle with tuition, a small student population, bigotry from both minority and majority parents, perceptions about the neighborhood  and the lack of resources mixed with the home lives of many students, the school continues to this day to provide a decent education. However, given the limitations of the school kids with real social-emotional problems would not find much help there, nor does it benefit the other students. I'm not about segregation - on the contrary I think one of the biggest problems with the economy and the cause of so much disparity in wealth is from the separation of the privilidged, especially regarding education. But, it's also about knowing who you are and what you can/can't do. 
• So, all that being said, if the company has been burnt by people claiming they can do something but can't if there's reason to believe what you claim on your resume is false, or perhaps it's just the nature of the company, you may actually receive this sort of request to really test your knowledge about the program. However,
• it's more likely this is a way to test your ability to work out of your planned comfort zone, on a sudden request, or how you handle yourself under pressure. Very often people pick the most arcane or underused feature(s) of a particular program. Don't sweat it. Even if you don't remember and freeze up - just let it go - trying to do something out of context is also difficult - if you think of the answer at some point during the process - politely insert it in between questions.

10. How did your prior experience prepare you for this role?

• Back to the salesmen situation. Skills and experience, no matter what anyone argues, are transferable, even across industries. But, when you sell this sort of thing you must use practical and believable examples. Even a single, solitary response will do more for you then trying to reach for the stars. If you think of another practical one as the interview progresses, just like the software tip, feel free to circle back and provide more insights as the interview progresses.
• This is also a time to show off your ability to self-reflect and self-critique. Regardless of what others say - honesty and frankness - when done sparingly and with tact can be refreshing and possibly even helpful when interviewing. Again, err on the side of caution thought and try to keep comments and examples short and specific. 
• You also hear a lot about doing research about the company before interviewing. It's critical for any type of salaried and/or leadership position. But, it's also a chance for you to assess the opportunity. I think by doing, by comparing, by contrasting - it's how my brain was wired as I aged. I know it can sometime limit me so I'm learning to ask for input, to bounce ideas off of people, to be more self-reflective and read people better, but if you are like me, you can learn about the company in the research process and it can help weigh in on your decision as much as your effort to learn about them will weigh in on theirs.

11. Describe your work style.

• Don't you love these open ended questions? It can be tough for analytical and/or introverted people who aren't experienced enough or found that place in life that gives them the comfort to become extroverts when needed - what exactly do they want to know? Well, with a question like this the possibilities seem endless. The big term in today's HR world is "fit". Are you a right fit for the company or the company's culture. That's a big thing today from HR leaders. It's true. In fact, it's always been true but people either didn't recognize it or think it mattered in the past. Well, today it does. That's the dichotomy of our world today. You need a certain level of skill & education to get ahead in life - once you have it - it's not just about the skills - it's about who you are and what the company needs or how it does business. Despite all of our technology certain things have not changed - their are still retailers out there, there are still department stores and specialty clothing stores. The landscape is filled with amusement parks, insurance companies, financial companies, self-storage companies, real estate companies, etc. So as much as things have changed in the past ____ years, many things haven't. So, knowing how you like to work and the kind of culture you thrive in is important to help refine and strengthen - perhaps even challenge you, in your career. And, it's as equally important for companies. Finding the right folks in today's world is an investment and it's money that needs to be spent wisely. 
• Quite honestly too, it's also a way for the direct hiring manager(s) to see if they'd like to work with you on a day-in and day-out basis. Don't forget they're human beings as well. Think of it as a dating game for your career. Knowing what you want and what you don't like helps both sides of the relationship.

12. What's your favorite part of the training cycle? Or, which part of the process have you been involved the most in? Or, what part do you see yourself focusing on in the future?

• Nope - we haven't left the dating game yet. This is another attempt to see if you'll do well and stick with the position you are applying for. Extroverts applying for a LMS administrator job may find it boring or worse, fail in the position once you master the system or once you've reached a comfort level at work. Similarly heavily introverted folks may find a traveling position, a pure trainer position,  or a sales position taxing and may fail if they don't have the right skills and abilities to master the demands. So, if the manager needs more proof of your personality or there's not an obvious fit between your experience and/or personality and what you've applied for, you'll find this question or something like it will almost always come up.
• It's also a way for managers to initially gauge the area(s) where you may tend to get stuck or confused or where a personal bias becomes evident. Especially in smaller companies or smaller training departments, the need for folks operating in a blended capacity has increased in the last few decades, and rapidly so in the last few years as "rapid" e-learning tools have come about. Just remember - it's nothing personal - it's just business.

13. Where do you see yourself in the future? What's your 5 year game plan?

• Personally, as an interviewee this is my second least favorite question (see # 15 on the list for my first). It's vague, it's really arcane, and it's impossible for anyone to predict their own future, let alone the future of an "organization". After I left high school teaching I needed an income so I started picking up shifts as a waiter in a pretty nice little casual Italian restaurant. The "manager" said he loved the concept of the place and the food and his 5 year plan was to be there for 5 years and take on the role of opening up a new store when it became popular enough for a 2nd location, and then who knows. 2 years later the place was shut down. Why - restaurants are a hard business to begin with and most of the staff agreed the owner was not willing to work hard enough or really treated people fairly. So - what's the game plan now? But seriously, this question is important on the micro level for managers to know if the person is a fit for the duties and demands of the particular position. And honestly, just like some of the other questions on this list, answering them on your own and during interviews does provide you with more clarity as you continue your career.
• I'd be amiss too if I didn't mention the need for the response to this question to be honest and straightfoward. If you don't know - say it. If you're not sure - say it. If in the course of responding to this question or one like it a sudden realization hits you - that's okay. Nobody is perfect - but those moments of clarity need to be recognized and owned up to.

14. Describe a time when you've gotten to the end of a phase - analysis, design, development, etc and you weren't satisfied. What did you do? Or, describe a time when you were not happy with your own work?

• Yes, these types of questions really kill certain personality types. But you and I, need to own up to them. So, do it! Seriously though, this one really makes you own up to who you are, what you do, and what you want to be/do. Flexibility, honesty, and dependability matter in business - contrary to popular press or opinion. Yes innovation and creativity matter a great deal - but creativity and innovation are as much about dedication and hard work as a sudden bolt of lightning or a aha! moment. So, be honest and specific with these types of questions, and use them to your own advantage. Especially when you can back up things with concrete examples from work or school, you can demonstrate your capacity for dependability, honesty, and flexibility while giving you a moment to reflect on your choices and your beliefs.

15. Why should I hire you? What makes you the perfect candidate for this job? (#1 on my persona list of least favorite interview questions).

•  I hate this one with a passion. Why? Not that it can't serve a purpose - the biggest of which for a manager is to see how you sell yourself, how you communicate, etc., but very often it's used by overly busy and overly career aggressive folks as a out-of-the can approach to trying to get to know the person more. In the case of training, you very often have to sell it in a business setting - so it's important regardless of your position within the department/organization to understand that. But, it's a cop out more often than a purposefully chosen question for folks instead of taking time to read a resume or actually listen to an interviewee.
• But, having said all of the above, any person looking to gain entry or another position within the training realm needs to sell themselves and their skills/experience the same way the company may sell its products or services to a customer. Let me put it like this - I was thinking the other day about why would folks like Donald Trump or Richard Kiyosaki (Rich/Poor Dad fame) write books that tell you what they invest in, how they work, etc? Because _% of the readers don't have the financial ability to make the investments they do. __% can listen to their own hearts and ignore the warnings of others - even those who've never done x before. ___% are too scared. ____% don't have the personality to be entrepreneurial. ___% of people just want to read the book because someone famous wrote it, ___% have some combination thereof, and many more. The point - they're not afraid of you as competition. Even if Donald Trumps secrets create 5 more real estate moguls - even just in New York - you won't impact him enough to prevent him from making money off of his insights or personality. So, you need to be a salesman and not fear the consequences of your selling yourself (your product). At the very least even if you shoot yourself in the foot the first 99 times - there's always next time and you may even learn a lot in the process.