You've got a big job interview coming up, and you're ready. You've spent days researching the company, rehearsing answers to questions you might be asked and selecting the perfect thing to wear.

Still, if you haven't brushed up on some questions you should be asking during the interview, you could be missing an opportunity to win the job.

Candidates who ask memorable questions often are the ones who get the offers, said Andrew Sobel, consultant and co-author of a new book, "Power Questions: Build Relationships, Win New Business, and Influence Others."

"By asking questions -- not just any questions but memorable, thought-provoking ones -- you come across as a cut above the average candidate," he said.

"If you want to be noticed by recruiters, don't talk more. Instead, ask better questions."

Many people know certain questions to avoid in an interview, such as clueless questions about what the business does, or asking about vacation time.

Lesser known are the types of "power questions" job candidates should be asking, Mr. Sobel said.

For example:

--Questions that show passion -- "What do you love most about working here?"

--Culture questions -- "What are the most common reasons why new hires don't work out here?" or "What kinds of people really thrive in your organization?"

--Future-oriented questions -- "You've achieved large increases in productivity over the last three years. Where do you believe future operational improvements will come from?"

--Company strength questions -- "Why do people come to work for you rather than a competitor? Why do they stay?"

--Value-added advice questions -- "Have you considered creating an online platform for your top account executives so they can share success stories and collaborate? We implemented such a concept a year ago, and it's been very successful."

--Decision-making questions -- "If you were to arrive at two final candidates with equal experience and skills, how would you choose one over the other?"

In general, good questions show that you've given some thought to the future of the company and allow you to demonstrate your knowledge without sounding arrogant, Mr. Sobel said.

"You want a recruiter or executive who interviews you to tell a colleague afterwards, 'I had a great conversation with that candidate. He really thought a lot about our business.' That's what gets you the callback."

(c)2012 the Pittsburgh Post-Gazette  

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