These are an increasingly common step in the recruitment process, but are often poorly explained or understood. In fact, the common labels of ‘catch-up’, ‘meet-and-greet’ or ‘coffee-chat’ can catch some applicants out. Remember, the intent is still the same, for both sides to assess each other’s suitability. As a result, you still need to prepare. Read on to find out how.

Firstly, you should know there are a few different types, including:

1. Meet the Boss: A chat with the manager one up from who you’d report to,
2. Meet the Team: A meet and greet with one or more future peers,
3. Meet the Stakeholder: Key person(s) the role will support,
4. Meet the Hiring Manager: A less formal or structured chat with the person you’d work for

The first three typically happen after the formal interview(s) but before or concurrently with reference checking. The good news is if you have one of these looming you’re most likely in the top three applicants in the process, possibly the preferred.

In the case of the fourth, these are also increasingly used first up in the process by experienced hiring managers who recognise the importance of matching motivational fit, before a formal skills and behavioural interview.

What is common across all types of informal interview is the opportunity to ask more questions. The phrase “a good question is more powerful than a good answer” definitely applies here. Questions show you’re invested, considered, prepared and curious. After all, you spend a great deal of time at work. Plus, everyone enjoys talking to someone who’s interested in them.

Meet the Boss:

Hiring managers are usually pretty careful to put applicants in front of their boss that they are confident about, after all it’s their credibility on the line too. So well done getting to this point.

These typically happen because the more senior manager is hands on with recruitment, and sees the value in ensuring the team culture and capability are preserved or evolved. This is a really good thing as it frustrates me when senior leaders are hands off with hiring yet lament to me the lack of talent in their teams.

Usually the hiring manager has assessed your skill level already. Therefore, the questions are likely fewer yet more open, touching on your experience, but focusing more on motivations, professional values, and getting to know you. There should be more space to tell your story and cover your agenda. However, it still takes practice to give a thoughtful and punchy answer to broad questions.

Common questions can include: Tell me about your background? Talk me through your CV, what interests you about this role? Why do you think you’d be a good fit? What are your interests outside of work? What’s important to you in your job? What’s the risk in hiring you?

When it’s your turn to ask the questions, this is your chance to really get to know the business, so here are some options:

1. What expectations do you have for someone in this role?
2. What is your vision for this team/department/company?
3. How would you describe the culture here?
4. What sort of people typically do well in this team/department/company?

Meet the Team:

It likely the hiring manager has assembled a small group of peers they feel are the best examples of high performance and cultural fit so you probably won’t meet the naysayers, doomsayers, and ‘checked out’. These chats are often relaxed, allowing you to more easily show your true self and personality and get a sense for your future 'work-family'. However, I still know of situations whereby the applicant let their guard down too much and blew their chances with a comment that was inappropriate, unprofessional or polarizing.

Expect the questions be less formal and probing than the ‘Meet the Boss’ interview. They’ll likely be centered around getting to know you as a person and colleague, but may still kick off with a question or two about your background. Given these interviews are as much about impressing you, there will likely be plenty of space given to questions you have.

Here are my top suggestions:

1. What are the best aspects of working in this team or company?
2. How would you describe [line manager] as a manager?
3. What else should I know about working here?
4. How would you describe the team, and how can I best fit in?

Meet the (Internal) Stakeholder:

These happen less frequently, and typically in business partnering positions where a role has significant interaction with key stakeholder(s). Like the ‘meet the team’ interview this step is also often about stakeholders feeling invested in the process, and therefore their influence in the outcome is less. However, in some cases if the stakeholder is particularly senior, influential, or had a bad experience with the incumbent this meeting my take on greater importance. It’s definitely worth checking with whoever set up the interview for you whether there is a particular agenda or history you need to be aware of, and what this stakeholder would need to hear to be comfortable.

Like the ‘meet the boss’ interview it is in the line manager’s best interests to prep you so you put your best foot forward. Prepare examples of other key stakeholder relationships you’ve built. What did you do to foster trust? Why was the relationship effective?

Some suggested questions:

1. What do you need most from the person supporting you in this role?
2. What’s the best way to work with you?
3. What will be the biggest challenges to being successful?
4. What is it that you enjoy most about working here?

Meet the Manager:

When these informal chats are held up front they’re often similar to the “Meet the Boss”, with a few broad questions about your motivations and work history (rather than skills and competencies), followed by a chance for you to ask questions or hear about the role and company. These are a very effective way for hiring managers to ensure your motivational fit and to build your engagement for the role right up front.

When held late in the process, it could be that your skills and experience stacked up in the formal interview but the hiring manager didn’t get a sense of you personally. Either because you we’re nervous, it was a panel interview, or you ran out of time. It could also be that they are not convinced you’re keen enough on the role, so want to test your motivations further. No one likes to make an offer to a candidate who doesn’t seem excited.

However, on the flip side I’ve also requested a follow up chat on behalf of applicants I feel haven’t had enough time in the process to have their questions or concerns answered, and therefore fully buy in emotionally.

Either way, it’s important you walk away from this conversation with your key questions answered. Too many candidates don’t and then find themselves considering an offer without all of the facts. Flexibility and work from home options are becoming increasingly important to be clear on for instance.

Along with ensuring you are clear on your motivations, here are a few questions as preparation for these chats:

1. I notice you’ve been here X years (look them up on Linked In and connect prior). What has kept you here this long? OR What caused you to join?
2. What does great performance look like in this role?
3. How could I best ensure I fit in?
4. Are there are aspects of my suitability I haven’t yet demonstrated to you?