Interview questions by topic
Giving and receiving feedback interview questions, with sample answers
IraAI writerAI interviewing editor
Published by the Itya team · Updated
7 questions · strong and weak answers in candidates' words · anchored 1-to-5 scale
Answers from Zainab, Nikita and Dinesh, three illustrative candidatesWhat interviewers listen for
- The words they used. What they actually said, and what the other person said back. "I gave constructive feedback" is a placeholder; a quoted sentence is evidence.
- Timing. How long between noticing a problem and saying something. Strong candidates speak within days, not at the appraisal.
- Work and its effect, not character. "You signed off a count you did not attend" rather than "You are careless".
- A real change after criticism. What they do differently now, and something that shows the change stuck.
- Feedback in every direction. Up to senior people, across to peers, down to their team, and asked for from people who will be honest.
Meet the candidates
Three candidates from different jobs answer the questions below. Each is strong on some and thin on others, the way real candidates are, so you hear both kinds of answer side by side.
Zainab Ali
Audit manager, chartered accountant · 11 years · Mumbai
Leads audit teams of five to eight on manufacturing and retail clients. Direct, specific and fair when she gives feedback; slower to ask for it, and quick to explain herself when she gets it.
Nikita Arora
Brand marketing manager, consumer apps · 6 years · Gurugram
Runs brand campaigns for a food-delivery app with a team of three. Asks for criticism and acts on it; softens hard messages to others until the point gets lost, especially with people senior to her.
Dinesh Chandra
Plant manager, auto components · 28 years · Indore
Runs a plant of four hundred people that makes brake parts. Asks the shop floor what he is getting wrong and acts on it; his own feedback to others is broad, more "good job" than what exactly was good.
Illustrative people. The names are invented, the portraits are AI-generated, and their words were written by our AI writers to show what candidates sound like. Any resemblance to a real person is a coincidence.
The questions
Tell me about the hardest piece of feedback you have had to give. How did you prepare, and what did you say?
Whether the candidate gives difficult feedback directly, specifically and kindly, rather than avoiding it or diluting it.
Follow up with
- What were your first words?
- How did they react, and what did you do then?
- What changed afterwards?
Zainab AliAudit manager, chartered accountant · 11 years · Mumbai“A senior on my team, very capable, signed off inventory testing at a client without attending the stock count. He'd relied on the client's own count sheets. I checked the sign-off and the count records first, then asked to speak to him that evening, in our office, not at the client's. I said: "You signed the count as observed, and you weren't there. That's the one thing we can't do." Then I stopped and let him answer. He said he'd been covering two clients and ran out of time. I told him I understood, and that the right move was to tell me, not to sign. I told the engagement partner the same day, we attended a fresh count the next week, and I changed how I staff overlapping year-ends. He's a manager now, and he tells that story to his own team.”
What makes it strong
Gives it soon and in private, describes specific behavior and its effect rather than character, says the hard part plainly, listens to the response, agrees what happens next and follows up. Can quote what they said.
Nikita AroraBrand marketing manager, consumer apps · 6 years · Gurugram“I had to tell an agency partner that their campaign concepts weren't working. I started with everything I liked about their work, mentioned we might want to explore a few other directions, and finished on a positive note. They came back with very similar concepts, so I don't think they quite got it.”
What gives it away
Delayed it, wrapped it in so much praise that the point was lost, gave it by email or in public, or describes the person rather than the work.
Tell me about critical feedback you received that you disagreed with at first. What did you do with it?
Whether the candidate can hear criticism without defending, test it honestly, and change their behavior where it was right.
Follow up with
- What was your first reaction, honestly?
- What made you change your mind, or not?
- What do you do differently now?
Nikita AroraBrand marketing manager, consumer apps · 6 years · Gurugram“After a big festive campaign, my manager told me my briefs were too long and the agency was building to the wrong points. I disagreed at first, and honestly I was a bit stung, because I thought detail was my strength. I asked her to show me where, and she pointed to a brief with eleven "key messages". Then I asked the agency's creative lead, who said, kindly, that they'd guessed which three mattered. That settled it. Now every brief I write is one page, with one message and one line on what success looks like, and I check it with the agency before it's final. Our first-round approvals went from about one in four to more than half.”
What makes it strong
Describes their first reaction honestly, asks questions to understand the feedback, checks it against evidence or other people, acts on the part that was right, and shows a lasting change. If they rejected part of it, explains why on evidence.
Zainab AliAudit manager, chartered accountant · 11 years · Mumbai“A partner once told me my review notes came across as harsh to the juniors. I didn't really agree. Audit is about accuracy, and if something's wrong I need to say so clearly. I explained my reasoning to him, and I think he understood where I was coming from.”
What gives it away
Explains why the feedback was wrong or unfair, or why the person who gave it did not understand. Accepted it in words but changed nothing.
Tell me about a time you gave critical feedback to someone more senior than you.
Whether the candidate will tell a senior person an uncomfortable truth, with evidence and respect, when the work needs it.
Follow up with
- Why did you decide it was worth saying?
- How did you frame it?
- What did they do with it?
Dinesh ChandraPlant manager, auto components · 28 years · Indore“Our managing director brought in a bonus for every month we beat the output target. Within two months customer rejections of our brake pads had doubled, because people were rushing the final inspection to hit the number. I asked him for an hour alone and took the rejection data and three customer complaints. I said: "The bonus is working exactly as designed, and that's the problem. We're paying people to skip inspection." He wasn't happy to hear it, since it was his idea. I suggested paying on output net of customer rejections, so quality counted too. He changed it the next month, and rejections were back to normal within a quarter.”
What makes it strong
Chooses a private moment, frames it around a goal they share, brings specific evidence, says the critical part clearly, and leaves the decision with the senior person. Can say what happened next.
Nikita AroraBrand marketing manager, consumer apps · 6 years · Gurugram“Our marketing head sometimes changes direction late in a campaign, which is hard on the team. I've mentioned it lightly, like asking whether we could lock things a bit earlier next time. I wouldn't say it more directly, because she's very senior and it's not really my place.”
What gives it away
Never has, because "it is not my place"; hinted so gently that nothing changed; or raised it in public or behind their back.
How do you know whether feedback you gave was understood and acted on? Give me an example.
Whether the candidate treats feedback as the start of a change they follow through on, not a one-off statement.
Follow up with
- What did you agree at the end of the conversation?
- When did you check back, and what did you look at?
- What did you do when nothing had changed?
Zainab AliAudit manager, chartered accountant · 11 years · Mumbai“I end every feedback conversation by asking the person what they'll do differently on the next file, in their own words. If they can't say it, I haven't been clear. Last year I told an associate her working papers didn't show how she'd chosen her samples. She said she'd add a selection note to every test. I put a reminder in my diary for two weeks later and reviewed three of her files, not just one. Two were good and one wasn't, so we sat for twenty minutes on that one. A month later hers were the files I showed new joiners, and I told her that too.”
What makes it strong
Checks understanding at the time (asks the person what they will do), agrees a specific next step, looks for the change in the work itself, and follows up on a set date. Says so when the improvement comes.
Dinesh ChandraPlant manager, auto components · 28 years · Indore“I tell people clearly once, usually at the morning meeting. After that, they're adults; I expect them to take it on board. If it comes up again I'll mention it again, and of course it shows in the appraisal.”
What gives it away
Assumes it landed because the person nodded or said "okay". Never checked, or only noticed again at the annual review.
Tell me about a time your positive feedback changed what someone did next.
Whether the candidate gives praise specific enough to reinforce the right behavior, not only general encouragement.
Follow up with
- What exactly did you say?
- Why did you choose that moment?
- What did they do more of afterwards?
Nikita AroraBrand marketing manager, consumer apps · 6 years · Gurugram“Someone on my team handled a complaint on social media one weekend. A customer posted that we'd delivered food containing something they were allergic to. Instead of the template reply, he moved it to private messages within ten minutes, got the order details and brought in the support lead. On Monday I told him exactly what I'd noticed: the speed, the move out of public view, and that he didn't promise anything he couldn't keep. I said it again in our team meeting. Two months later he wrote our first playbook for public complaints, based on what he'd done that weekend.”
What makes it strong
Names a specific action and why it mattered, says it soon after, and shows that the person repeated or built on it. The praise is about the work, not the person in general.
Dinesh ChandraPlant manager, auto components · 28 years · Indore“I'm generous with praise. When the line hits its numbers I tell them good job, keep it up, and I often bring sweets for the shift. People know when I'm happy with them.”
What gives it away
Gives general praise ("great job", "keep it up"), or praise only at appraisal time, and cannot say what it changed.
Someone on your team is well liked, but their work has slipped for a month and others have noticed. What do you say to them, and when?
Whether the candidate acts promptly on a performance problem with someone popular, and keeps the conversation about the work.
Follow up with
- What would your first sentence be?
- What if they tell you something personal is going on?
- What would you tell the rest of the team?
Zainab AliAudit manager, chartered accountant · 11 years · Mumbai“I'd speak to them this week, privately, before it becomes a story in the team. I'd start with what I've seen: two deadlines missed this month, review points left open, and others picking up the work. Then I'd ask what's going on and mostly listen. If it's something personal, I don't need the details; I'd ask what would help, like a lighter load for a few weeks, and agree what good looks like and by when. I'd set a date to check in. And if anyone else raised it, I'd tell them "I'm on it" and nothing more.”
What makes it strong
Speaks to them privately within days, gives specific examples and the effect on the team, asks what is going on and listens, offers support without prying, agrees a clear expectation and a date to check in, and keeps it private from the team.
Nikita AroraBrand marketing manager, consumer apps · 6 years · Gurugram“Honestly, I'd probably give it a bit of time, because everyone likes them and a month isn't that long. Maybe I'd bring up deadlines in general at our team meeting, so it doesn't feel targeted. If it carried on, it would come up in their review.”
What gives it away
Waits because the person is popular, hints at it in a team meeting, or saves it for the appraisal. Assumes the cause, or talks about them with others first.
When did you last ask for feedback on your own work? What did you ask, and what did you do with the answer?
Whether the candidate looks for feedback actively and specifically, rather than waiting for a formal review.
Follow up with
- Why did you ask that person?
- What was the hardest thing they told you?
- What did you change?
Dinesh ChandraPlant manager, auto components · 28 years · Indore“Every quarter I ask three people from different shifts, including a line operator, one question: what should I stop doing? Last time, an engineer who'd joined six months earlier told me my daily production meeting had become a place to find out who to blame, and that people hid problems until it was over. That stung, because I built that meeting. I asked her what she would change. Now the first ten minutes are problems found and fixed, with no names, and I've stopped asking "whose fault" in the room. Reported near-misses went up by half in two months, which is what we wanted. I went back and told her what we'd changed.”
What makes it strong
Asks regularly and specifically ("What should I stop doing in our Monday meeting?"), asks people who will be honest, including junior colleagues, acts visibly on what they hear, and tells the person what changed.
Zainab AliAudit manager, chartered accountant · 11 years · Mumbai“We have a formal review every year, and my partner gives me detailed feedback then. Day to day, I think people would tell me if something was wrong. I don't really go around asking for it.”
What gives it away
Waits for the annual review, asks a vague "Any feedback?" that invites a polite no, or cannot recall the last time.
Rating the answers
Rate straight after the interview, alone, against these anchors, and write down the line the candidate said that earned the score.
| Rating | What it looks like |
|---|---|
| 5 · Strong | Gives hard feedback soon, in private, about specific work, and follows up; gives praise as specifically as criticism; asks for feedback, including from junior colleagues, and can show the change it produced. |
| 3 · Mixed | Gives and receives feedback with real examples and good intent. Specific words, timing or follow-through are thin, or the change they made after criticism is vague until prompted. |
| 1 · Weak | Avoids hard feedback or softens it until it is missed, and hears criticism as an attack to explain away. Waits for the appraisal to say or hear anything. |
If you are the candidate
- Prepare two stories: feedback that was hard to give, and criticism you received that changed how you work. Most interviews ask for one of each.
- Quote yourself. The sentence you actually said tells an interviewer more than a description of your approach.
- When you talk about criticism you received, say what you felt first, honestly, then what you checked and what you changed. Getting past your own defensiveness makes a good story.
- Show the change stuck: a number, a habit you still keep, or what someone noticed afterwards.
- Keep it about work. Leave out the other person's name and anything personal they told you.
Never ask
- Don't make 'What is your biggest weakness?' your only feedback question. Why: it invites a rehearsed flaw that is really a strength. Ask for a specific piece of criticism they received and what they changed.
- Don't ask for a candidate's past performance ratings or appraisal documents, or contact a current employer for them without consent. Why: they are confidential, asking pressures the candidate to disclose them, and an unannounced call can cost them their job. Ask what feedback they received and what they did with it.
- Don't ask how the candidate takes feedback from a woman, from someone younger, or from people of a particular background. Why: it invites decisions on sex, age or origin, and it tells the candidate the panel expects prejudice. Ask about the last critical feedback they received, from anyone.
- Don't probe feedback the candidate received about attendance during an illness, a pregnancy or religious observance. Why: health, pregnancy and religion are protected in many places, and the answer says nothing about how they handle feedback. If the candidate raises it, move on to the work.
Questions people ask
- How do you answer 'How do you handle criticism?'
- With one example rather than a principle. Say what the criticism was and who gave it, your honest first reaction, what you did to check it, and what you changed. Close with something that shows the change lasted, such as a result or a habit you still keep.
- What is a good example of giving difficult feedback?
- One where you spoke soon and in private, described specific work rather than the person, said the hard part plainly, listened, and agreed what would happen next. The strongest answers quote the first sentence you said and explain how you followed up.
- Should feedback questions be asked of people who are not managers?
- Yes. Colleagues give each other feedback in code reviews, edits, design critiques and handovers, and everyone receives it. For individual contributors, ask about feedback to a peer and criticism received; keep the questions about leading a team for managers and senior roles.
- Is 'What is your biggest weakness?' a good feedback question?
- Not on its own. Most candidates prepare a rehearsed answer, so it tells you little. "Tell me about criticism you received and what you changed" gets at the same thing, with evidence you can rate.
Ask it the same way every time.
Itya puts these questions in every interviewer's guide, records the answers, and drafts a scorecard that quotes the line behind each rating. The AI drafts; your team decides. Free plan, unlimited teammates.