Asking Good Questions in Interviews

Asking Good Questions in Interviews

Why Engineers Care About This

Asking good questions demonstrates preparation, interest, and critical thinking. It also helps you evaluate the role and company. Good questions show you've researched the company and understand what matters. Poor questions (salary, benefits, vacation) show lack of preparation or wrong priorities. Understanding how to ask good questions helps you end interviews strong and evaluate opportunities.

When questions are generic or unprepared, or you ask about salary too early, or you don't ask questions at all, you're hitting problems with this part of interviews. These problems compound. Without good questions, you miss opportunities to demonstrate interest and evaluate fit. Without preparation, questions are generic and don't show engagement. Good questions solve these problems by demonstrating interest and helping evaluation.

In interviews, when someone asks "Do you have any questions?", they're really asking: "Are you prepared? Are you genuinely interested? Can you think critically about this role?" Most engineers don't. They ask generic questions, or ask about salary too early, or don't ask questions at all.

Core Intuitions You Must Build

• Ask questions that show preparation and interest. Good questions demonstrate that you've researched the company and role—mention specific aspects (recent news, products, challenges) that interest you. Don't ask questions that are easily answered by research (company size, location, basic facts)—it shows lack of preparation.

• Focus on growth, team, culture, and technical challenges. Good questions focus on what matters for your growth and fit: growth opportunities, team dynamics, company culture, technical challenges. These help you evaluate the opportunity. Don't focus only on compensation or benefits early—it shows wrong priorities.

• Ask follow-up questions based on conversation. Good questions build on what was discussed—if they mentioned a challenge, ask about it. If they described the team, ask follow-up questions. This shows engagement and active listening. Don't ask prepared questions without listening—engage in conversation.

• Avoid questions about salary, benefits, or vacation early. These questions are important but should come later (after offer, or in final rounds). Asking them too early (first interview, phone screen) shows wrong priorities. Focus on the role and company first—compensation comes after mutual interest is established.

• Prepare 5-7 questions, use 3-5. Prepare more questions than you'll ask—you might cover some in conversation, or time might be limited. Have 5-7 questions ready, use 3-5. Don't prepare only one or two questions—you might need more. Also, don't ask all prepared questions if they were already answered—adapt to the conversation.

• Questions should help you evaluate fit, not just demonstrate interest. Good questions serve two purposes: demonstrate interest and help you evaluate the opportunity. Ask questions that help you decide if this is a good fit—team dynamics, growth opportunities, technical challenges, company culture. Don't ask questions just to ask—make them meaningful.

Subtopics (Taught Through Real Scenarios)

Demonstrating Preparation and Interest

What people usually get wrong:

Engineers often ask generic questions ("what's the team like?") or questions easily answered by research ("how many employees?"). But good questions demonstrate preparation—mention specific aspects of the company or role that interest you. Don't ask questions that show lack of research—it demonstrates lack of interest.

How this breaks interviews in the real world:

A candidate was asked "do you have any questions?" and asked "what does the company do?" (easily answered by research) or "what's the team like?" (too generic). The questions showed no preparation or specific interest. The interviewer couldn't assess engagement or interest. The fix? Ask prepared questions that show research—"I saw the company recently launched [specific product]. How does this role contribute to that?" Now questions demonstrate preparation and interest. But the real lesson is: questions should show preparation. Research the company and role beforehand.

What interviewers are really listening for:

They want to hear thoughtful questions that show preparation and interest. Junior candidates ask "what does the company do?" (no research) or generic questions. Senior candidates ask specific questions that reference company research, recent news, or specific aspects of the role. They're testing whether you've prepared and are genuinely interested.

Focusing on What Matters

What people usually get wrong:

Engineers often ask about salary, benefits, or vacation in early interviews, thinking "I need to know this." But these questions show wrong priorities early—focus on the role and company first. Ask about growth, team, culture, and technical challenges—these help you evaluate fit. Don't ask about compensation too early—it comes later.

How this breaks interviews in the real world:

A candidate asked about salary and vacation time in the first phone screen. The questions showed wrong priorities—compensation before mutual interest. The interviewer questioned the candidate's motivation and interest. The fix? Focus on the role and company—ask about growth opportunities, team dynamics, technical challenges. Save compensation questions for later (after offer, or in final rounds). Now questions show right priorities. But the real lesson is: focus on the role first. Compensation comes later.

What interviewers are really listening for:

They want to hear questions about the role, team, growth, and technical challenges. Junior candidates ask about salary or benefits early (wrong priorities). Senior candidates focus on growth opportunities, team dynamics, technical challenges, and company culture—questions that help evaluate fit. They're testing whether your priorities align with the role.

Engaging in Conversation

What people usually get wrong:

Engineers often ask prepared questions without listening or adapting. But good questions build on conversation—if they mentioned a challenge, ask about it. If they described the team, ask follow-up questions. This shows engagement and active listening. Don't ask prepared questions robotically—engage in conversation.

How this breaks interviews in the real world:

A candidate asked prepared questions without listening to answers or adapting. When the interviewer mentioned a challenge, the candidate didn't ask follow-up questions. The questions felt scripted and disengaged. The fix? Listen actively and ask follow-up questions—"You mentioned [challenge]. How does the team handle that?" Now questions show engagement and active listening. But the real lesson is: questions should be conversational. Engage with what's discussed.

What interviewers are really listening for:

They want to hear engagement and active listening. Junior candidates ask prepared questions robotically without listening. Senior candidates listen actively, ask follow-up questions based on conversation, and engage in dialogue. They're testing whether you can have a conversation, not just ask questions.

---

• Ask questions that show preparation and interest—mention specific aspects of company or role
• Focus on growth, team, culture, and technical challenges—help evaluate fit
• Ask follow-up questions based on conversation—show engagement and active listening
• Avoid questions about salary, benefits, or vacation early—wrong priorities, comes later
• Prepare 5-7 questions, use 3-5—have more than you need, adapt to conversation
• Questions should help you evaluate fit—not just demonstrate interest
• Good questions demonstrate preparation, interest, and help you evaluate opportunities

---

• Researching Companies - Preparing for interviews
• STAR Method - Structuring answers
• Evaluating Job Offers - Making decisions