Even though you’ve written an outstanding resume and cover letter that caught the attention of a hiring manager, you will still need to ace the in-person interview if you wish to get the job you want. Interviews can be intimidating and may make you nervous, but contrary to popular belief, hiring managers within the same industry tend to ask the same general questions to every candidate, though perhaps they are worded slightly differently. If you know what some of these questions are before your interview, and take the time to craft an acceptable answer to them that shows off what you can offer the company, you will have a significant advantage over other unprepared applicants. If you are interviewing for a job as a branch manager, the following branch manager interview questions and accompanying sample answers will be immensely helpful with your preparation process for a successful and satisfactory interview.
6 Branch Manager Interview Questions & Answers
1. Do you have any previous management experience, or will this be your first job in a managerial position?
I do have previous experience as a manager. At my first job in this industry, it was my responsibility to manage a team of tellers. I was responsible for ensuring that all banking regulations were followed, and if workers had any concerns or questions, I was responsible for intervening. Under my watch, productivity soared and the turnover rate decreased. At my second job, I was a front-end manager at a grocery store. I oversaw a team of cashiers and baggers and ensured that customers remained satisfied. Both of these jobs provided me with a great deal of management and supervisory experience.
2. How do you approach the decision-making process? In other words, how do you make difficult decisions without the input of others?
I think about the outcome from a comprehensive perspective. I think about how the outcome will impact clients or customers, and if it will leave them with a positive impression of the company. I also think about how it will impact the workers and revenue. If I believe that a decision will make a positive impact in all three areas, I will usually say “yes.” If the decision will only benefit one person or lower sales, I will more than likely decline. To me, it is a matter of attempting to gauge the outcome of a situation.
3. How would your previous employees rate your performance as a manager or supervisor?
I believe they would rate me fairly highly. I took the time to foster relationships with all of my workers, and I believed that everyone was important to the company. I treated all of my employees with respect, without compromising sales and customer satisfaction. Of course, there were situations that required a degree of firmness, but I always remained fair.
4. Are you comfortable reprimanding employees for negative behaviors? If so, can you provide your approach to discipline?
Yes, I am comfortable reprimanding employees if they engage in behaviors that have a negative impact on the company. It can be awkward, but it is necessary if someone refuses to perform the job properly since his or her performance is a reflection of your managerial aptitude. I believe a minor infraction warrants a warning. An intermediate infraction warrants a write-up. If an employee fails to improve or commits a serious infraction, termination or suspension may be considered. I have never had to discharge an employee on those grounds, but I have had to issue warnings and write ups.
5. How do you ensure that you evaluate employee performance from a neutral, non-biased perspective?
During an evaluation, I remain professional and focus on the outcome of the employees’ actions. I do not consider personal relationships at all, and I take the time to closely examine the written record of each employee. I feel that written records offer more information in regards to performance as opposed to my personal opinion. For example, if an employee has a history of showing up late, the issue must be addressed whether or not you enjoy working with the employee. If you fail to treat all of your employees equally, the team will fall apart.
6. Have you ever had to delegate a responsibility to a subordinate? If so, what was the outcome?
No, I have never delegated a responsibility to a subordinate. I believe that supervisors should be held accountable for all of their responsibilities. Delegating responsibilities to unqualified individuals is dishonest and can have a negative impact on the company’s operations.