How do you evaluate competing priorities when budgets are limited?

"In social services, budgets are almost always limited, so I have learned to be a careful steward of the resources available. One approach to evaluating competing priorities is to look at the number of people who would be served by each one or the overall impact on the community each program might have. Then, I look at how much impact we could expect per dollar spent. I try to find ways for those dollars to do double duty, such as by funding equipment or infrastructure that might serve both priorities."

The interviewer wants to know how you make decisions regarding expenditures when there are more needs in the community than there are funds to meet those needs. This is a major responsibility of managing a department that provides social services.

Your answer should reflect your knowledge of the landscape, that there is seldom enough money to accomplish all the projects that would make a difference. Your answer should not be generic or superficial.

Have you ever made the decision to cut a program? What was the reason, and what was the result?

"Yes, I had to cut a program designed to assist homeless teens by providing access to a computer lab and technology instruction. The program required significant startup costs and oversight but did not serve enough kids to justify the expense. We eliminated that specific initiative but repurposed the computer lab to serve seniors, grade-school children, and teens at different times of the day."

This question addresses several overlapping skills you will need as a social service manager: budgeting experience, making decisions (especially ones with which others may disagree), providing a rationale for your decisions, and evaluating the outcomes. In particular, the interviewer may want to know what you considered when deciding to cut the program and any adversity you faced in implementing the cut.

Don't say, "No, I never have." If you haven't had to cut a program, think of a similar decision you had to make where you prioritized one program's needs over another, perhaps, even if you did not have to cut a program. You could also talk about considerations to cut a program that ended up with a different solution, like reallocating funds from other budget lines.

Describe a situation in which you were able to strengthen a relationship by communicating effectively. What made your communication effective?

"A social worker on my team was very enthusiastic and hard-working but sometimes seemed disconnected in team meetings. After a meeting in which she seemed particularly distant, I asked to speak with her. I was careful not to make assumptions about her demeanor and asked open-ended questions. I learned that she had been under the impression that her contributions were not valued because she was too new to the job. I explained that she was an equal member of the team and that her more seasoned colleagues could learn from her. I set a clear expectation that she participate from that point forward, which she did with great success."

This question allows you an opportunity to describe how you communicate effectively, but it's also a chance to demonstrate how you relate to people. As a supervisor, you should be able to develop strong relationships with your employees, and good communication is one component of building those relationships.

If possible, avoid talking about a personal relationship. While the question might bring personal relationships to mind first, the interviewer wants to hear about your professional abilities. If you cannot think of an example involving an employee or colleague, reframe the question to explain how your effective communication strengthened your relationship with a whole team or another agency.

Tell me about your communication style.

"My communication style is direct, but I adapt based on the setting and audience. For example, if I'm speaking with an employee who has not met expectations in some way, I am clear and straightforward and follow up with a written synopsis of our conversation. If I'm leading a team meeting at the beginning of a tough week, my communication focuses on encouragement, inspiration, and high energy."

The interviewer wants to understand how you communicate and whether your communication style is appropriate for the position and the organizational culture. This question also helps the interviewer understand how well you know yourself professionally.

Don't say, "That's a great question. I've never thought about that." You should be able to describe the level and quality of your core professional skills before going into an interview. Also, don't say what you think the interviewer wants to hear. If your communication style is not well-suited to the organization, you won't thrive there.

What experience do you have developing and implementing policy?

"Although the organization's policies were set by senior management, I had the opportunity to draft and propose a policy that allowed members of our team to work remotely for up to 20% of the workweek. I collected data to demonstrate that each social worker spent about 35% of their time filing required documentation, which could be done from any location. The paperwork was also something that couldn't be neglected, as it was required by the state. The proposed policy offered employees the opportunity to do this work at off-peak hours and from any location as long as it was completed in the same week as it would have been under the current policy."

As a social service manager, you may be required to develop and implement policies for your team or clients participating in your programs. The interviewer wants to know if you have experience crafting effective policies and how you have put those policies into practice.

Don't say you have never been responsible for policy development. If you haven't written policy for an organization or a team, think about any informal policies you may have for your own work or your work with colleagues. Explain what factors you would consider when creating formal policy, using your own 'personal policy' as an example.

Tell me about an especially effective community program you initiated or led. What made it successful?

"I created a program at my university called Mentor Me, which paired college students who were studying to become teachers with middle school children from low-income families. The program benefited the kids by giving them an older 'big brother' figure, but it also really helped the college students understand the needs of the kids they would soon be teaching."

The interviewer wants to know about your experience initiating or leading programs. This question also demonstrates how you assess success. When you explain what made the program effective, you show your understanding of the difference between a good outcome and an excellent outcome.

Don't say that there have been so many effective programs that you can't choose one. If you do not have a shining example, say that you'd like to be able to say the program was especially effective, but it was more of a moderate success, then explain what was successful and what you think could have made it even better.

Tell me about your experience with inter-agency collaboration.

"In my current position, I've worked on an annual resource fair with several other agencies in the region. We work together for about three months before the fair, which is designed to help educate the public and provide direct services related to wellness. Each year, we rotate the responsibility for coordinating the logistics of the fair, and if it's not your turn to coordinate, you agree to meet the coordinating agency's deadlines or communicate well in advance if you cannot."

When grant monies are involved or initiatives span multiple categories of aid, more than one agency may be involved in implementation. Neither agency may have tools to hold the other accountable, so the interviewer wants to know how you will work with your equivalents in other agencies to accomplish a project together.

Don't say you have no experience in this area. If you haven't worked with other agencies as the representative from your organization, think of a time you collaborated with another department or even a co-worker over whom you had no authority. Explain how you managed to collaborate even though you weren't able to require them to meet your expectations.

How do you get the community involved in the programs your team creates?

"First, I find ways to help the community understand the programs and how they will make a positive impact on the entire community, not just on those directly served by the program. I also try to meet the community where they are. If we are talking about a toy drive during the holidays, then I'd advertise where the community is already doing their holiday shopping. If we are looking for volunteers to commit to regular service, I would use social media and partner with organizations that already have a membership or local following."

The interviewer wants to know that you have experience getting the community to support and participate in programs under your purview. It's important to show that you know how to garner the support of the public, especially for programs that rely on volunteer labor.

Any successful modes of enrolling community members in your programmatic initiatives should provide a reasonable answer. Don't dwell on negatives if you think the scope of your work in this area is limited. Instead, answer the question as if it were asked, "How would you get the community involved..." Show your ingenuity and adaptability by mentioning multiple strategies and explaining how you might shift from one to another if your first attempts weren't working.

What is your experience with direct client support?

"Working directly with clients made up the majority of my professional efforts for the first ten years of my career as a social worker. It's the heart of the work, and it's where the real benefits can be observed up close. But I've also come to value mentoring and guiding a team of social workers so that, although I'm not interacting as often with the beneficiaries of the work, I have a much broader view of the impact made by my whole team."

The interviewer wants to know how you interact with clients. It's important to demonstrate that you remember being on the front lines and can relate to and effectively supervise your team, who will provide more direct client support, especially if you are interviewing for a role that is mostly supervisory or managerial.

Don't say how happy you are to have risen to a level where you don't have to interact directly with clients anymore. Even as a manager, you're likely to be asked to work with clients from time to time, and more importantly, your attitude will be reflected by your team.

Tell me about a time you successfully adapted to a culturally different environment.

"Growing up in a big city, then attending a big, public university, I was accustomed to a fast-paced work environment and a general culture of busyness. In my first job after college, I landed in a smaller town where the pace was much slower. At first, I kept my old habits and tried to bring my clients and colleagues along with me. But I soon learned that my way was just as foreign to them as their way was to me. I was the odd one out, so I learned to appreciate their slower, more thoughtful perspective. I've carried that with me and now have a good balance of being 'productive' and 'present.'"

The interviewer wants to know that you can relate to people who do not share your background and cultural identity. Your work will involve being immersed in different communities, and the interviewer wants to know that you can appreciate differences, assess your surroundings professionally, and produce good work, even in an unfamiliar environment.

Don't say that your program or presence changed a community for the better. Don't say anything that could be interpreted as devaluing someone else's culture or trying to make them more like you. This question is about how you read and interpret someone else's culture and adapt yourself to work or live in it in a healthy way.

What experience do you have setting program eligibility requirements?

"When I started the Mentor Me program in college, I worked with a faculty member to ensure that the college students we paired with local middle school kids were vetted. We checked their disciplinary records with the university and set a minimum GPA. We wanted to feel confident that the mentors were not known to the university to be rule-breakers and know that they had attained a certain level of their academic success so they would be good role models for the kids."

The interviewer wants to know if you have evaluated potential participants to determine if they are eligible to participate in a social service program and if you have been responsible for defining those eligibility requirements yourself. If you have not set any program eligibility requirements, you can demonstrate your understanding of why eligibility criteria exist and how they should be applied.

Don't say that you have no experience in this area without explaining further. If you haven't been responsible for defining criteria for eligibility, say that, but talk about how you would go about setting those criteria if empowered to do so.

Why did you choose to pursue a career as a social service manager?

"I have always enjoyed helping others, especially helping them discover resources they might not have found otherwise. When I was a student, I was constantly helping fellow students find the right tutor for chemistry or the right administrator to contact with their concerns. As I learned more about inequalities in our society, I began to feel a moral obligation to help offset those inequalities in whatever small way I could, so I became a social worker. I feel fulfilled when I can see a positive outcome for a client working with me or my team."

This is a general question designed to help the interviewer understand your motivation for going into this field. It allows you to share why you are dedicated to social service work.

Almost any answer can be acceptable here, as long as it's true and you can connect it directly to your choice to pursue this field. You may have a personal experience that sparked your interest in social services, and it's perfectly fine to share that, as long as you explain how that personal interest led to your professional commitment.

Why are you the best candidate for this position?

"I hope we have discussed my experience enough that you feel confident I could be successful in this position. The organization seems like a good professional fit. I have felt a good rapport with everyone I've met so far, and I can see myself integrating seamlessly into the team. I know that I contribute best when I feel a sense of belonging, and I already feel like I belong here. I believe that I could help you move forward as an organization, both because of my skill set and my strong desire to be here."

The interviewer wants to know if you can identify your unique qualities or superior skills and if you are willing to advocate for yourself. This is also a chance to talk about an accomplishment that you're proud of that hasn't come up yet during the interview.

While this is a chance to highlight your skills or accomplishments, don't presume that no other candidate has the same skills or equivalent accomplishments; you risk sounding arrogant. Acknowledge that they probably have a strong pool of candidates, and as long as your skills and experience meet their requirements, formulate an answer that reminds them of your expertise but also shows why you would be the kind of person they'd like to have as a colleague.

If hired for this position, how would you approach the first three months on the job?

"While I have examples of strategies that have worked well in my past roles, I know that every organization is different and that the people who work there help determine how things have gone and how they will go. I would spend at least the first few weeks listening and observing as much as possible to get a good understanding of the status quo. I would also hold individual meetings with members of my team to hear their perspectives on what's going well and what could be better."

The interviewer wants to know how you will approach new responsibilities in a new organization with new coworkers. Do you have strong ideas that you want to implement right away, or are you more likely to observe for some time to learn the norms of the organization?

While you may have a typical style when taking on a new role, don't answer this question in a way that makes you sound too rigid or inflexible. Your interviewer has knowledge of the organization's culture and history that you probably don't have. If you give a very specific answer, the interviewer can imagine your response in a concrete and specific setting and may imagine that it wouldn't work. Leave enough flexibility to show that you can adapt to the organization's current norms, even if they eventually need to change.

How do you manage stress in your daily work? How do you manage employees who are negatively affected by stress?

"There are a couple of strategies I use to manage stress. First, I get physical exercise every day, which goes a long way toward feeling balanced and healthy. Second, I try to figure out if the stress is incidental or systemic. If it's a short-term situation, I just tell myself it will be over soon, and that's enough. If it's a situation caused by a process or protocol that will continue to repeat itself, then I try to determine if there are ways to adjust that process or protocol to make it less stress-inducing. I also realize that people have different needs when it comes to managing stress, so when I have an employee who is stressed out, I start with a conversation with that employee to understand what they need most."

Working with the public in a highly-regulated field full of challenging scenarios can create an environment in which stress is an almost-constant factor. The interviewer wants to know how you handle stress and if you have the skills to assist someone else who is overwhelmed by stress.

Your answer should demonstrate that you understand how to manage stress and that you realize that not everyone benefits from the same strategies. For example, you should not presume that if running a few miles works for you, that's what everyone should do. You also should not say that stress comes along with the job and can't be helped. A good manager will find ways to reduce their team's stressors.

How do you approach training new staff and ensuring that continuing staff are provided with ongoing opportunities for professional development?

"I like to bring new staff on with an orientation to the organization and the job in the first week, possibly including shadowing an experienced team member. That also gives the more experienced employee a chance for some professional growth. I set up a schedule of frequent check-ins and short lessons for new staff in their first few weeks. I don't believe it's effective to teach them 'everything they need to know' all at once because that can be information overload. I've also had more success with training sticking when new staff has the chance to apply what they've learned soon after the training."

Supervising well begins with training well. The interviewer wants to know how you will help new employees start with the right tools and resources for success. Continuing employees can stay happy and motivated with access to ongoing training and development, and the interviewer will want to know your plan for providing those kinds of opportunities.

Don't presume that the organization already has training or professional development built-in. While there may be some structure, this question provides an opportunity for you to explain how you will welcome and prepare new staff specifically to your team and how you will invest in ongoing staff and make them feel valued.

How would you handle a situation in which your senior management or board of directors asked for an outcome that you believed to be impossible to accomplish, given the resources available?

"My response would depend on how well I knew those who were asking for the unrealistic outcome and what kinds of communication I'd had with them before the request. If it's the first time I'm hearing from the board of directors, I'd consult my supervisor for assistance so that information could be shared with them responsibly and respectfully. If I had regularly attended board meetings for a year when the request came up, I might create a one-page graphic to help them understand the costs of their request compared to the resources available. I would, in either case, propose an alternative that was feasible with current resources and at least made some strides toward the outcome they were hoping for."

This question helps the interviewer understand how you handle politically charged situations. It also assesses your ability to communicate with those above you in the organization appropriately and effectively.

Avoid bold answers. Navigating this situation requires diplomacy and caution. You don't want to react with silence or fear, but you also need to demonstrate that you understand the trickiness of giving 'bad news' to powerful people who may not want to hear it.

In general, how would you go about marketing a community program that is underutilized?

"I would start with the characterization 'underutilized.' If the program is underutilized because it isn't spending all of its budget or because we had a target to serve 500 individuals per month and we're only serving 50, I'd first ask if our budget or targets had been set using the best data available. If the program is underutilized because we know there are people in the community who need it, but they aren't participating, then I would go to those people and find out why. Learning why a program's target audience isn't engaging is the start of marketing the program better."

There are two components to this question - marketing a program and recognizing that a program is underutilized. The interviewer wants to know if you will pay attention to the data enough to know when a program has unused capacity and how you will make it available to those who need it.

Don't give a general answer that is context-dependent, like, "I'd use social media," because it doesn't differentiate you from any other candidate. A wide range of answers could be acceptable, depending on what kind of program it is and why it is underutilized. If you have a specific example of doing this in a prior job, share that example.

What marketing techniques should be considered when introducing a new program or service to the community?

"The most effective marketing techniques reach the intended audience, and sometimes in social services, the audience is diffuse and not easy to find. For a new program or service, I would reach two audiences - those who will be clients of the program and those who might be supporters of the program (through financial backing or volunteering). In both cases, I would market to the audiences where they are. If we are launching a program for low-income mothers and know of a local TikTok star who can reach them, I would try to get the TikTokker to spread the word. Potential supporters might be better reached through direct mail or local churches."

Launching a new program is a time of great uncertainty for the organization. The interviewer wants to know that you will consider all possible avenues to support a successful launch and make the best use of the program's resources.

While you can make a laundry list of marketing techniques, your answer will be stronger if you name one or two techniques and explain why they should be considered and how they can be expected to make an impact.

What is one area in which you'd like to improve professionally? What steps might you take to improve?

"I've noticed that some of the leaders in the field use restorative justice models, and while I have some understanding of the concept, I don't know how to facilitate a restorative justice process. I would love to explore the possibility of being trained so that I could help add restorative justice practices to our available services."

The interviewer wants to know if you have awareness of any knowledge or skill areas in which you could improve. If you can articulate the gap between your current skills and where you'd like to be, that shows you are interested in professional development and not content to remain stagnant.

Don't say that you can't think of any areas for improvement. Explaining how you could improve doesn't mean you aren't good enough for the position you're seeking; it means that you pay attention to what is happening in the field and what skills or knowledge those in higher positions have that you haven't yet acquired.

Describe a situation in which you had a positive influence on your team's work.

"I was in a long meeting with my team, and we had been trying to finish a grant proposal that was due by midnight. Everyone felt stressed because we only had a few hours left, so most people wanted to keep pushing through. They were going to order food to be delivered and just keep working. But I could see the fatigue had set in for many people, and we were not efficient at all. I was the most junior member of the team, so it was a little bit intimidating, but I took a chance and said I thought that a 30-minute break would do us more good than continuing to work. After some pushback, we agreed, and everyone went their separate ways -- for a walk, to grab a bite to eat, or just to sit in silence. When we reconvened, everyone was rejuvenated and positive, and we finished the proposal within an hour."

This is a fairly generic question that gives you the chance to showcase a professional accomplishment of a smaller scale. The interviewer wants to know how long it will take you to think of something. You should have a few examples of work successes ready to explain for questions like this.

Don't repeat an answer you've already given during the interview. If you need a moment, just say so, and think of something the interviewer hasn't already heard.

On which skills do you rely most in your work as a social service manager?

"One of the things I love about this work is that I get to use so many different skills in any given day. My organizational skills are probably the most important to me because there are so many logistics, contracts, regulations, and schedules to keep track of. It would be easy to overlook deadlines or miss details occasionally, but I've developed a system I can rely on and easily share with my teammates to be sure we stay organized and on track to meet our goals. I am also highly empathetic, so I relate well to my employees and clients. I can see their perspectives easily, and I think that makes me a better manager and service provider."

The interviewer wants to know which hard and soft skills you use most as a manager. This question gives you a chance to point out your strengths and your understanding of the skills needed to be successful in the position.

Don't say something like 'all of them,' or just make a list of skills without providing any additional comment. Help the interviewer understand that you are self-aware and competent.

Tell me about your leadership skills. What kind of leader would your current employees or colleagues say you are?

"My goal is to be a collaborative leader. I want to encourage my team to contribute ideas and opinions as much as possible, and if the team's direction can be improved through consensus, I'm happy. However, I'm also not afraid to make a decision, and I sometimes have a broader picture or more information than my employees do about why a certain decision is the best one. I'm a diplomatic leader in my ability to explain that kind of dynamic."

The interviewer wants to know how you would lead your team. Your leadership style impacts your effectiveness as a manager, both in how it affects individuals on your team and how it is perceived by those outside your team.

Don't just say that you are a "good leader" or that everyone says you're the "best leader" they've known. Describe the qualities of your leadership. Explain how it looks when you are responsible for leading a team.

Describe a time you came up with a creative solution to a problem in your past work.

"Our services are by nature provided in person, but when the pandemic began, many of our services were no longer deemed safe. At the same time, our clients typically did not have access to a computer and could not take advantage of remote services via video calls. I had an idea to repurpose a small hallway and turn it into a space in which social service professionals and their clients could meet one on one without being in the same room. This allowed our clients to continue receiving services without needing computer or internet access and allowed our staff to continue to make more personal contact with their clients."

The interviewer is looking for evidence that you can think outside the box and be creative in developing solutions or facing challenges. A strong answer would describe a specific example from your professional experience.

This question allows you to share a story from almost any category of professional challenge, and you should have a few situations in mind to draw from when you go into an interview. Don't overstate the problem to make it seem more difficult to solve than it was. It's just as important to be able to think creatively to avoid letting small-scale problems reduce the team's effectiveness or efficiency.

Have you had to discipline an employee or fire an employee? How did you handle that situation?

"Yes, I have had to discipline and terminate employees. I feel strongly that no employee should ever be surprised in a performance review, so I make sure to provide feedback, whether positive or negative, as soon as possible after the behavior takes place. If an employee is consistently not meeting expectations, I would put them on a performance plan where we set very specific short-term criteria they must meet to remain in good standing. I would meet with the employee frequently to give them the best chance to get back on track."

The interviewer may ask this question if you'd be in a position to assess employees' performance and determine whether it's appropriate to terminate their employment. The interviewer wants to know how you handle challenging and possibly emotionally charged situations in which you are the decision-maker.

Don't say that you have never had to fire anyone; the question also asks about disciplining an employee. If you have no supervisory experience, you should say so, but you can also recall a time you corrected someone else's behavior, even if you were not their supervisor. Your answer should show that you can confront a colleague directly and respectfully while holding them accountable for not meeting expectations.

Tell me about your supervisory style.

"I like to provide a pretty high degree of structure for my employees with lots of room for communication and flexibility within that structure. For example, I hold team meetings every other week, and in the off weeks, I meet with each employee one on one. Sometimes there isn't much to discuss in the one-on-one meetings, but we never cancel them, so that the structure is in place. I also make a practice of observing my employees in client-facing settings at least twice a year and providing direct feedback following those observations."

The interviewer wants to know how you will approach leading a team and supervising the individuals on that team. Current employees who will report to you will have varying needs from you as a supervisor. The interviewer wants to determine if you can meet those needs.

Don't say that you have a different supervisory style for each employee to suit their preferences. That does not provide a consistent or equitable experience for your employees. If you are not sure how to describe your supervisory style, spend some time thinking about it and ask those you supervise how they would describe you.

What factors do you consider when making hiring decisions?

"Among the candidates who meet the minimum qualifications for the position, I look for someone whose presence on the team will make us stronger by diversifying our skill sets and perspectives. When working with the public, we must be able to understand and empathize with all constituents, and the more diverse our team, the more likely we are to be able to identify with any given sector of the public. I also look for high energy, willingness to pitch in on something that is not strictly their responsibility, and ability to maintain healthy boundaries."

The interviewer wants to know how you choose your team and what you look for in an ideal employee. This question offers many opportunities to give the interviewer a better sense of who you are as a professional through the characteristics you choose for your team.

Do not say you base hiring decisions on any impermissible factors, such as race, gender, sexual orientation, religion, and other identity-based characteristics. Demonstrate that you know how to evaluate candidates fairly and how to build a diverse team with a variety of strengths.

Explain how you approach managing volunteers differently from managing employees.

"Volunteers and employees are motivated very differently. Employees represent the organization officially and legally. They are paid to do a specific set of tasks, and hopefully, those tasks are a fulfilling step on their professional journey. Volunteers can have a significant level of contact with our clients, but we have few measures to hold them accountable. I have found the best approach, when possible, is to appoint a volunteer coordinator to train and schedule volunteers and work directly with them to keep them connected to the organization's mission and interested in continuing to help."

The interviewer wants to know if you have different strategies for coordinating volunteers and supervising employees. These two groups of people play vital roles in the organization but require different styles of motivation and communication.

Don't say that you treat them all the same. The fact that the interviewer is asking the question suggests that they expect you to be able to articulate a difference in how you manage the two groups.

How would you describe your typical role on a team?

"In a new team, I am typically quiet. I listen and observe to understand the team's culture and ethos. I am willing to put in the time to accomplish tasks, but I might not speak up frequently. As I get to know the team and my role better, I tend to share my ideas more freely, though I am careful not to take up too much space. I notice patterns when some people contribute significantly more than others, and I try to encourage balance actively and passively."

The interviewer wants to know how you will contribute and what the team can expect of you. Your typical role on a team might blend in well with those already on the team, or the interviewer may think that your joining the team will give it the burst of energy it needs most.

Unless you feel inflexible on the matter, don't say that you always play the same distinct role on a team. It's likely that your role changes over time and as you gain authority. You can also probably adapt to a certain extent, depending on what the team needs, so don't paint yourself into a corner with this answer.

Describe a team experience you found rewarding.

"My supervisor brought in a consultant to evaluate our strengths and then to take a look at the team's strengths overall. We spent a full day together talking and learning about our strengths. The experience was very rewarding because it gave us time to appreciate and validate each other, but I think the most rewarding part was that some characteristics we might have thought of as annoying or off-putting were reframed in terms of how they helped the team accomplish its work, and we all left feeling more positive about our team and grateful for our colleagues."

The interviewer is looking for your perspective on a healthy and productive team. What you find rewarding signals how you might run your team.

Don't explain how you planned and implemented an experience for a team. This is not the right time to sneak in a personal accomplishment. Instead, use this question to show that you are a team player; cite an example in which you are merely a member of the team and not a leader.

Social Service Manager Interview Questions

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1. How do you evaluate competing priorities when budgets are limited?
2. Have you ever made the decision to cut a program? What was the reason, and what was the result?
3. Describe a situation in which you were able to strengthen a relationship by communicating effectively. What made your communication effective?
4. Tell me about your communication style.
5. What experience do you have developing and implementing policy?
6. Tell me about an especially effective community program you initiated or led. What made it successful?
7. Tell me about your experience with inter-agency collaboration.
8. How do you get the community involved in the programs your team creates?
9. What is your experience with direct client support?
10. Tell me about a time you successfully adapted to a culturally different environment.
11. What experience do you have setting program eligibility requirements?
12. Why did you choose to pursue a career as a social service manager?
13. Why are you the best candidate for this position?
14. If hired for this position, how would you approach the first three months on the job?
15. How do you manage stress in your daily work? How do you manage employees who are negatively affected by stress?
16. How do you approach training new staff and ensuring that continuing staff are provided with ongoing opportunities for professional development?
17. How would you handle a situation in which your senior management or board of directors asked for an outcome that you believed to be impossible to accomplish, given the resources available?
18. In general, how would you go about marketing a community program that is underutilized?
19. What marketing techniques should be considered when introducing a new program or service to the community?
20. What is one area in which you'd like to improve professionally? What steps might you take to improve?
21. Describe a situation in which you had a positive influence on your team's work.
22. On which skills do you rely most in your work as a social service manager?
23. Tell me about your leadership skills. What kind of leader would your current employees or colleagues say you are?
24. Describe a time you came up with a creative solution to a problem in your past work.
25. Have you had to discipline an employee or fire an employee? How did you handle that situation?
26. Tell me about your supervisory style.
27. What factors do you consider when making hiring decisions?
28. Explain how you approach managing volunteers differently from managing employees.
29. How would you describe your typical role on a team?
30. Describe a team experience you found rewarding.

Social Service Manager Interview Questions

1. How do you evaluate competing priorities when budgets are limited?

2. Have you ever made the decision to cut a program? What was the reason, and what was the result?

3. Describe a situation in which you were able to strengthen a relationship by communicating effectively. What made your communication effective?

4. Tell me about your communication style.

5. What experience do you have developing and implementing policy?

6. Tell me about an especially effective community program you initiated or led. What made it successful?

7. Tell me about your experience with inter-agency collaboration.

8. How do you get the community involved in the programs your team creates?

9. What is your experience with direct client support?

10. Tell me about a time you successfully adapted to a culturally different environment.

11. What experience do you have setting program eligibility requirements?

12. Why did you choose to pursue a career as a social service manager?

13. Why are you the best candidate for this position?

14. If hired for this position, how would you approach the first three months on the job?

15. How do you manage stress in your daily work? How do you manage employees who are negatively affected by stress?

16. How do you approach training new staff and ensuring that continuing staff are provided with ongoing opportunities for professional development?

17. How would you handle a situation in which your senior management or board of directors asked for an outcome that you believed to be impossible to accomplish, given the resources available?

18. In general, how would you go about marketing a community program that is underutilized?

19. What marketing techniques should be considered when introducing a new program or service to the community?

20. What is one area in which you'd like to improve professionally? What steps might you take to improve?

21. Describe a situation in which you had a positive influence on your team's work.

22. On which skills do you rely most in your work as a social service manager?

23. Tell me about your leadership skills. What kind of leader would your current employees or colleagues say you are?

24. Describe a time you came up with a creative solution to a problem in your past work.

25. Have you had to discipline an employee or fire an employee? How did you handle that situation?

26. Tell me about your supervisory style.

27. What factors do you consider when making hiring decisions?

28. Explain how you approach managing volunteers differently from managing employees.

29. How would you describe your typical role on a team?

30. Describe a team experience you found rewarding.