RETN started with a bold ambition to build a nine-figure business. After doubling our revenue to nearly $80 million in the last five years, that goal is now within close reach.
But it’s taken more than a daring founding team to get us to this point. This is all due to our engineers, sales, and support staff, who share a desire to grow and achieve exceptional results.
As a team, we believe a business is only as strong as its weakest link. Poor components can cause bottlenecks and compromise performance. To maintain our strong network, we’re meticulous about hiring, no matter the role. And these three questions help us identify exceptional talent to maintain our growth.
Why did you leave your first real job?
People leave jobs for many reasons. Some become frustrated with a lack of learning, and others prefer fast growth over steady progress. Some want more compensation. Others find it difficult to retain interest in a project.
None of those reasons is inherently bad. What matters, and what you need to find out, is whether a candidate’s needs and approach align with your company and the role.
After all, turnover is expensive. The average cost of replacing an employee has jumped to over $45,000 in the past year, up from $37,000, according to the most recent express employment professionals-Harris Poll survey. And that doesn’t account for the lost momentum and slowed progress during search, training, and onboarding. To avoid unnecessary costs to your finances and productivity, you need to glean what energizes and frustrates a person, as well as the kind of environment they need to thrive, before you hire them.
A mixed role might suit somebody who struggles with monotony and enjoys wearing multiple hats, while a highly structured role would work better for a candidate who thrives on routine. The best candidate on paper isn’t necessarily the best fit, and the wrong or right answer will always depend on the role.
What do you know about our company?
Many applicants use a ‘spray and pray’ approach—they send off hundreds of low-effort applications, recycling the same resume and cover letter. These candidates aren’t interested in working for you. They want a job, an improved salary, or a better title. They’re not interested in learning and growing within the company. They’re also likely to bolt as soon as they spot an opportunity for quick progress, even if it harms their long-term growth.
I don’t choose employees who apply for every role and take whatever comes their way. It can be difficult to spot them from an application alone, but the level of research (or lack of) they’ve done before the interview can be incredibly telling.
Asking the right questions is another clear indication of a committed candidate. While most ask about our flexible working policies or whether I enjoy working at the company, exceptional candidates are curious about operations, challenges, and opportunities to grow. Here are examples of some questions that some high-performing candidates have asked me during the interview process:
- “How can I succeed beyond just hitting revenue targets?”
- “Will I be mentored in my role, and can I expect feedback?”
- “Are junior staff given a chance to offer input and ideas?”
- “Do you hire from within, and what roles have previous team members moved into?”
- “Is the position stable, and are you likely to cut numbers in the near future?”
We’re looking for candidates who have done their research, want a clear picture of the environment they’re joining, and are planning how they will grow within the company before they’ve even received an offer.
What do you think about using technology at work?
We don’t expect every hire to be a tech wizard, but they need to have a positive attitude towards innovation and change. In the modern workplace – where collaboration, communication, and problem-solving rely heavily on technology – it’s nearly impossible to thrive without it. It’s helping everyone to work smarter, and the best candidates recognize that.
Truly exceptional candidates don’t answer this question by talking about the tools they were required to use in their previous role. They share stories of experimenting with new solutions to save time. And they tell you about the exciting developments in your space that they could use to improve results. Not because the company demands it, but because they see the value it could offer.
In my experience, these employees are highly adaptable, brush off hardship, and get on with the job. These are useful qualities to have on your team during times of rapid change. Companies that encourage experimentation and grant autonomy to their teams to try new things are 60% more likely to be innovation leaders. And as history shows, innovative companies have better odds of survival. Much more so than a team that insists on sticking to ‘the way they know’.
The best interview questions reveal who you’re really hiring
For me, interviews shouldn’t focus on a candidate’s qualifications. That’s what their resume and references are for. Instead, it’s about finding out how they think, what motivates them, and whether they suit your team. Skills are something you can teach, However curiosity, drive, and resilience are all attributes is much more difficult to train.