Interview Guide for

Learning and Development Manager

This comprehensive interview guide for Learning and Development Managers serves as your roadmap to effective talent acquisition. Designed with a structured approach to assess candidates thoroughly, this guide balances behavioral questions, technical skills assessment, and competency evaluation to help you identify high-performing L&D leaders who can drive your organization's learning initiatives forward.

How to Use This Guide

This interview guide provides a strategic framework for evaluating Learning and Development Manager candidates effectively. To maximize its value:

Customize the questions to reflect your company's specific learning initiatives and culture
Share this guide with your interview team to ensure consistent evaluation across multiple interviews
Maintain consistency by asking all candidates the same core questions while using follow-up questions to dive deeper into their unique experiences
Complete scorecards independently before discussing candidates to avoid groupthink and capture diverse perspectives
Use the Interview Guide as your framework, but adapt it to meet your specific organizational needs

For additional guidance on conducting effective interviews, check out Yardstick's blog on how to conduct a job interview.

Job Description

Learning and Development Manager

About [Company]

[Company] is a leading organization in the [industry] sector dedicated to innovation and excellence. We believe in the continuous development of our employees as a cornerstone of our success.

The Role

The Learning and Development Manager will play a pivotal role in enhancing employee performance and driving organizational growth through effective learning strategies. This position is critical to building a culture of continuous development and ensuring our team has the skills needed for current and future success.

Key Responsibilities

Design, implement, and evaluate comprehensive training programs aligned with business objectives
Conduct needs assessments to identify skills gaps and develop learning solutions
Lead the selection and implementation of learning technologies and platforms
Partner with department heads to create targeted development plans
Measure and report on training effectiveness and ROI
Manage the L&D budget and resources efficiently
Stay current with industry trends and best practices in adult learning
Create engaging learning content for various delivery methods
Coach and mentor employees on their professional development journey
Cultivate a culture of continuous learning and knowledge sharing

What We're Looking For

5+ years of experience in Learning and Development with a proven track record of designing effective training programs
Strong understanding of adult learning principles and instructional design methodologies
Experience with learning management systems and e-learning authoring tools
Excellent facilitation and presentation skills
Data-driven approach to measuring training effectiveness
Exceptional communication and interpersonal abilities
Strong project management skills with ability to manage multiple initiatives
Strategic thinker who can align learning programs with business objectives
Collaborative mindset and ability to influence stakeholders
Bachelor's degree in HR, Education, Business, or related field; advanced degree or relevant certifications (CPTD, ATD) preferred

Why Join [Company]

At [Company], we're committed to fostering an environment where employees can grow and thrive. We value innovation, collaboration, and continuous improvement. Join our team and help shape the future of learning at our organization.

Competitive compensation package: [Pay Range]
Comprehensive benefits including health insurance, retirement plans, and PTO
Flexible work arrangements
Professional development opportunities
Collaborative and supportive work environment

Hiring Process

Our streamlined hiring process is designed to be thorough while respecting your time. Here's what you can expect:

Initial Screening Interview: A 30-minute conversation with our HR team to discuss your background and interest in the role.
Skills Assessment: You'll be asked to complete a practical exercise related to designing a learning program for a specific scenario.
Competency Interview with the Hiring Manager: A deeper dive into your experience with learning needs analysis, program development, and measuring training effectiveness.
Team and Stakeholder Interview: Meet with key stakeholders and potential team members to discuss collaboration approaches and learning strategy.
Final Interview with Senior Leadership: Discuss organizational learning strategy and your vision for learning and development at [Company].

Ideal Candidate Profile (Internal)

Role Overview

The Learning and Development Manager is responsible for driving employee growth and organizational performance through effective learning strategies. This role requires an individual who can balance strategic vision with practical implementation of learning programs. The ideal candidate will have strong instructional design experience, a data-driven approach to measuring impact, and the ability to influence stakeholders across all levels of the organization.

Essential Behavioral Competencies

Strategic Learning Leadership - Ability to align learning initiatives with business goals and translate organizational needs into effective learning solutions. Demonstrates foresight in anticipating future skills requirements and designing learning approaches to meet them.

Instructional Design Expertise - Proficiency in applying adult learning principles to create engaging and effective learning experiences across multiple modalities (in-person, virtual, self-paced, blended).

Data-Driven Evaluation - Skill in measuring learning effectiveness and demonstrating ROI through appropriate metrics. Uses data to continuously improve programs and communicate value to stakeholders.

Stakeholder Management - Ability to build relationships, understand diverse needs, and influence decision-makers across the organization to gain buy-in for learning initiatives.

Adaptability and Innovation - Demonstrates flexibility in responding to changing organizational needs and embraces new learning technologies and methodologies to enhance the learning experience.

Desired Outcomes

Design and implement a comprehensive learning strategy aligned with business objectives within first 6 months
Establish meaningful metrics to measure learning effectiveness and demonstrate ROI to senior leadership
Increase employee participation in learning programs by 25% through engaging, relevant content
Reduce skills gaps in critical roles by implementing targeted development programs
Modernize learning technology infrastructure to improve accessibility and learner experience

Ideal Candidate Traits

Our ideal Learning and Development Manager is a strategic thinker who balances vision with practical implementation. They have a passion for developing others and can translate complex business needs into effective learning solutions. They should be tech-savvy and comfortable with learning technologies while maintaining a focus on human-centered learning design.

They are collaborative by nature, working effectively with stakeholders at all levels while being able to influence without direct authority. The ideal candidate is data-driven, using analytics to measure impact and continuously improve programs. They stay current with learning trends and can adapt quickly to changing organizational needs.

We're looking for someone who has demonstrated success in similar roles, with experience managing learning budgets, vendors, and processes while maintaining a focus on exceptional learner experiences. This person should be an excellent communicator who can articulate the value of learning initiatives to senior leadership.

Screening Interview

Directions for the Interviewer

This screening interview aims to quickly identify candidates with the potential to excel as a Learning and Development Manager. Focus on assessing their learning philosophy, relevant experience, and alignment with the role's requirements. This interview is critical for determining which candidates have the right combination of technical knowledge, strategic thinking, and practical experience to move forward.

Best practices for this interview:

Review the candidate's resume beforehand to tailor follow-up questions
Listen for evidence of measurable results and impact in previous roles
Pay attention to how the candidate speaks about adult learning principles
Note how they approach measuring the effectiveness of learning initiatives
Allow time for the candidate to ask questions at the end
Assess their communication style—crucial for an L&D professional

Directions to Share with Candidate

"Thank you for your interest in the Learning and Development Manager role. Today's conversation will focus on your experience in L&D, your approach to designing and implementing learning programs, and your philosophy around organizational learning. I'll ask about your background and specific examples from your work, and there will be time at the end for your questions about the role and [Company]."

Interview Questions

Tell me about your journey in Learning and Development. What drew you to this field, and how has your role evolved over time?

Areas to Cover

Educational background and professional development in L&D
Key career transitions and growth in responsibilities
Motivation and passion for developing others
Progressive experience in learning program design and implementation
Understanding of how their background has prepared them for this role

Possible Follow-up Questions

What has been your most significant learning in your L&D career so far?
How has your approach to learning and development changed over time?
What experiences outside of traditional L&D have informed your approach?
What specific L&D certifications or specialized training have you completed?

Describe a comprehensive training program you developed from needs assessment to evaluation. What was the business need, your approach, and the results?

Areas to Cover

Process for identifying learning needs
Approach to instructional design
Implementation strategy and challenges overcome
Methods for measuring effectiveness
Business impact and ROI
Stakeholder management throughout the process

Possible Follow-up Questions

How did you gain buy-in from stakeholders for this program?
What would you do differently if you were to redesign this program today?
How did you address any resistance to the training?
What technologies or platforms did you utilize in this program?

How do you determine which learning modalities (e.g., instructor-led, e-learning, coaching) to use for different types of training needs?

Areas to Cover

Understanding of adult learning principles
Approach to matching learning needs with appropriate methods
Consideration of audience, content, and organizational context
Experience with blended learning approaches
Decision-making process for learning technology investments

Possible Follow-up Questions

Can you give an example of when you had to shift from one modality to another? What prompted that change?
How do you keep up with emerging learning technologies and methods?
How do you balance learner preferences with organizational constraints?
How have you incorporated social or experiential learning into your programs?

Tell me about your approach to measuring the effectiveness of training initiatives. What metrics do you use, and how do you communicate ROI to stakeholders?

Areas to Cover

Experience with different evaluation models (e.g., Kirkpatrick)
Methods for collecting data (surveys, assessments, performance metrics)
Approaches to calculating ROI
Strategies for communicating impact to different stakeholders
Examples of data-informed program improvements

Possible Follow-up Questions

Can you share a specific example where your evaluation data led to significant program improvements?
How do you measure learning initiatives that don't have easily quantifiable outcomes?
What tools or systems have you used to track learning metrics?
How do you establish baseline measures before implementing training?

What experience do you have with learning management systems and other learning technologies? Which platforms have you used, and what were your responsibilities related to them?

Areas to Cover

Specific LMS platforms and other learning technologies used
Level of responsibility (administration, implementation, selection)
Experience with content authoring tools
Understanding of learning technology ecosystem
Approach to technology selection and implementation

Possible Follow-up Questions

What was your role in selecting or implementing these systems?
How have you maximized the effectiveness of these tools?
What challenges have you encountered with learning technologies, and how did you overcome them?
How do you evaluate new learning technologies?

How do you stay current with trends and best practices in learning and development?

Areas to Cover

Professional organizations and networks
Learning resources they regularly access
Conferences or events they attend
Recent trends they've incorporated into their work
Continuous learning practices

Possible Follow-up Questions

What recent L&D trend do you find most promising, and how have you applied it?
How do you evaluate which trends are worth adopting versus passing fads?
How do you transfer your knowledge to other team members?
What resources would you recommend to someone new to L&D?

Interview Scorecard

Adult Learning Expertise

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of adult learning principles; relies on outdated or ineffective approaches
2: Basic understanding of adult learning principles; applies them inconsistently
3: Solid understanding of adult learning principles; consistently applies them in program design
4: Advanced understanding of adult learning theory; innovatively applies principles to create exceptional learning experiences

Program Development Experience

0: Not Enough Information Gathered to Evaluate
1: Minimal experience designing comprehensive training programs
2: Some experience designing programs but lacks either depth or breadth
3: Proven experience designing and implementing comprehensive learning programs
4: Extensive experience creating innovative, multi-modal learning programs with demonstrated results

Learning Technology Proficiency

0: Not Enough Information Gathered to Evaluate
1: Limited experience with learning technologies
2: Working knowledge of common learning platforms but limited administrative experience
3: Proficient with multiple learning technologies including administration and implementation
4: Expert-level knowledge of learning technology ecosystem with implementation and strategy experience

Measurement and Analytics Approach

0: Not Enough Information Gathered to Evaluate
1: Basic understanding of training evaluation; limited experience with metrics
2: Applies standard evaluation methods but struggles to connect to business outcomes
3: Effectively measures training impact and can demonstrate ROI
4: Sophisticated approach to analytics that clearly demonstrates business impact and drives continuous improvement

Design and implement a comprehensive learning strategy aligned with business objectives within first 6 months

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; lacks strategic thinking or alignment experience
2: Likely to Partially Achieve Goal; has some strategic experience but may need guidance
3: Likely to Achieve Goal; demonstrates clear strategic thinking and alignment capabilities
4: Likely to Exceed Goal; exceptional strategic planning experience with proven business alignment success

Establish meaningful metrics to measure learning effectiveness and demonstrate ROI to senior leadership

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited metrics experience or analytical approach
2: Likely to Partially Achieve Goal; has basic measurement experience but may struggle with ROI
3: Likely to Achieve Goal; demonstrates solid measurement approach and ROI communication
4: Likely to Exceed Goal; sophisticated analytics approach with proven success communicating value

Increase employee participation in learning programs by 25% through engaging, relevant content

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited experience with engagement strategies
2: Likely to Partially Achieve Goal; some engagement experience but may not reach 25% target
3: Likely to Achieve Goal; demonstrates successful engagement strategies and content creation
4: Likely to Exceed Goal; exceptional track record of increasing participation beyond targets

Reduce skills gaps in critical roles by implementing targeted development programs

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited experience with skills gap analysis or targeted development
2: Likely to Partially Achieve Goal; some experience but may lack comprehensive approach
3: Likely to Achieve Goal; demonstrates effective skills gap analysis and targeted program design
4: Likely to Exceed Goal; proven success eliminating critical skills gaps through innovative programs

Modernize learning technology infrastructure to improve accessibility and learner experience

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited technology implementation experience
2: Likely to Partially Achieve Goal; some technology experience but may not achieve full modernization
3: Likely to Achieve Goal; solid technology implementation experience with focus on user experience
4: Likely to Exceed Goal; exceptional track record of technology transformation projects

Hiring Recommendation

1: Strong No Hire - Does not meet critical requirements for the role
2: No Hire - Meets some requirements but significant gaps exist
3: Hire - Meets all core requirements with appropriate experience level
4: Strong Hire - Exceeds requirements and shows exceptional potential

Work Sample: Learning Solution Design Exercise

Directions for the Interviewer

This work sample assesses the candidate's ability to design an effective learning solution for a realistic business challenge. It evaluates their instructional design approach, creativity, strategic thinking, and ability to align learning with business needs. This exercise reveals how candidates think about learning design, their familiarity with different modalities, and their ability to measure learning effectiveness.

When evaluating the candidate's work:

Look for alignment between their solution and the business need
Assess the appropriateness of their chosen learning approaches
Note how they plan to measure effectiveness and demonstrate impact
Consider the practicality and scalability of their solution
Evaluate how they balance creativity with business constraints
Pay attention to how they handle the presentation portion, as communication is key for an L&D role

Best practice is to provide this assignment at least 2-3 days before the interview to allow adequate preparation time. The quality of thoughtful preparation is itself a positive indicator for this role.

Directions to Share with Candidate

"We'd like you to complete a learning solution design exercise to help us understand your approach to addressing business challenges through learning. Please prepare a brief learning solution proposal based on the scenario below. You'll have 20 minutes to present your proposal, followed by 10 minutes of questions.

Scenario: [Company] has recently implemented a new customer relationship management (CRM) system across the organization. The Sales, Customer Service, and Account Management teams (approximately 150 people total) need to become proficient in using this system within the next three months. Many employees have expressed anxiety about the change, and managers are concerned about potential productivity drops during the transition. The budget for this training initiative is limited, and the teams are geographically dispersed across three locations.

Please create a learning solution proposal that includes:

Your approach to assessing specific learning needs
A high-level design for the learning program (modalities, timeline, content structure)
Your implementation strategy including overcoming resistance
How you would measure the effectiveness of the training
A rough budget allocation (percentages across different elements)

This exercise is meant to showcase your thinking process rather than creating a finished product. We encourage you to include any relevant experiences from your background that inform your approach. Please prepare to present your proposal using slides or other visual aids as appropriate."

Interview Questions

Walk me through your needs assessment approach. How would you identify the specific learning requirements for this CRM implementation?

Areas to Cover

Methods for gathering information from different stakeholders
Techniques for identifying skill gaps and knowledge requirements
Process for prioritizing learning needs
Approach to understanding different role requirements
Strategy for assessing current proficiency levels
Consideration of organizational culture and change readiness

Possible Follow-up Questions

How would you engage busy managers in this assessment process?
What specific information would you need from the CRM implementation team?
How would you handle potentially conflicting priorities between departments?
How would your approach differ if you discovered significant skill gaps in basic technology usage?

Explain the rationale behind your learning modality choices. How did you decide on this particular blend of approaches?

Areas to Cover

Understanding of strengths and limitations of different learning modalities
Alignment between modality choices and learning objectives
Consideration of learner preferences and organization constraints
Balance between synchronous and asynchronous learning
Approach to reinforcement and application
Use of technology to support learning

Possible Follow-up Questions

How would your approach change if the timeline were shortened to one month?
What adjustments would you make if the budget were significantly increased?
How have you seen these modalities succeed in similar implementations?
What contingency plans would you have if a particular approach wasn't working?

Describe your approach to overcoming resistance to the new system. How would you address anxiety and ensure adoption?

Areas to Cover

Strategies for creating psychological safety
Communication approaches before, during, and after training
Methods for building confidence and competence
Use of champions or peer support networks
Integration of change management principles
Plans for ongoing support after formal training

Possible Follow-up Questions

How would you identify and address specific sources of resistance?
What role do you see managers playing in supporting the learning process?
How would you handle an influential team member who is vocally resistant?
What early indicators would tell you that your approach to resistance is or isn't working?

Tell me about your measurement strategy. How will you know if this learning solution is successful?

Areas to Cover

Definition of success metrics aligned with business goals
Methods for measuring learning at different levels (reaction, learning, behavior, results)
Approach to establishing baselines and targets
Timeline for measurement and evaluation
Process for communicating results to stakeholders
Plan for using data to improve the program

Possible Follow-up Questions

How would you measure productivity changes specifically?
What leading indicators would you track to predict successful adoption?
How would you isolate the effects of training from other factors?
What would you do if early measurements showed the training wasn't having the desired impact?

Interview Scorecard

Strategic Learning Design

0: Not Enough Information Gathered to Evaluate
1: Proposed solution lacks strategic alignment with business needs
2: Solution shows basic alignment but missing important strategic elements
3: Well-designed solution that clearly aligns with business objectives
4: Exceptional design that strategically addresses business needs while anticipating future requirements

Instructional Design Expertise

0: Not Enough Information Gathered to Evaluate
1: Limited application of instructional design principles; inappropriate modality choices
2: Basic instructional design with some appropriate modality choices
3: Strong instructional design with appropriate modality selection and structure
4: Sophisticated instructional design showing mastery of learning principles and innovative approaches

Change Management Integration

0: Not Enough Information Gathered to Evaluate
1: Little consideration of change management and resistance factors
2: Basic change management elements included but not comprehensive
3: Effective change management strategy integrated into the learning solution
4: Exceptional change management approach that addresses multiple stakeholder needs and resistance factors

Measurement and Evaluation Approach

0: Not Enough Information Gathered to Evaluate
1: Vague or superficial measurement strategy without clear business alignment
2: Basic measurement approach that covers fundamental metrics
3: Comprehensive measurement strategy tied to business outcomes
4: Sophisticated evaluation framework with clear ROI demonstration and continuous improvement mechanisms

Design and implement a comprehensive learning strategy aligned with business objectives within first 6 months

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; solution demonstrates limited strategic thinking
2: Likely to Partially Achieve Goal; solution shows some strategic elements
3: Likely to Achieve Goal; solution demonstrates clear strategic alignment
4: Likely to Exceed Goal; solution shows exceptional strategic insight and business integration

Establish meaningful metrics to measure learning effectiveness and demonstrate ROI to senior leadership

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; measurement approach lacks depth or business connection
2: Likely to Partially Achieve Goal; basic metrics included but ROI demonstration unclear
3: Likely to Achieve Goal; solid measurement approach with clear ROI demonstration
4: Likely to Exceed Goal; sophisticated measurement strategy with compelling ROI framework

Increase employee participation in learning programs by 25% through engaging, relevant content

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; approach unlikely to drive engagement
2: Likely to Partially Achieve Goal; some engagement elements but may not reach target
3: Likely to Achieve Goal; strong engagement strategy with relevant content design
4: Likely to Exceed Goal; innovative approaches to engagement that are likely to exceed targets

Reduce skills gaps in critical roles by implementing targeted development programs

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; approach not sufficiently targeted to address skill gaps
2: Likely to Partially Achieve Goal; some targeting but not comprehensive
3: Likely to Achieve Goal; well-designed approach to targeting specific skill gaps
4: Likely to Exceed Goal; sophisticated skills gap approach with personalization elements

Modernize learning technology infrastructure to improve accessibility and learner experience

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited technology consideration in solution
2: Likely to Partially Achieve Goal; some technology elements but not transformative
3: Likely to Achieve Goal; effective technology utilization for accessibility and experience
4: Likely to Exceed Goal; innovative technology application that significantly enhances learning

Hiring Manager Interview: Competency & Experience Evaluation

Directions for the Interviewer

This interview focuses on evaluating the candidate's depth of experience and competencies critical to success as a Learning and Development Manager. As the hiring manager, you should probe deeply into the candidate's approach to strategic learning leadership, instructional design, data-driven evaluation, and stakeholder management. Look for evidence of these competencies through specific examples from their career.

This interview is crucial for determining not just if the candidate can do the job technically, but how they approach complex learning challenges, collaborate with others, and drive measurable business impact. Pay particular attention to:

How they connect learning initiatives to business outcomes
Their approach to influencing without authority
Their methods for measuring learning effectiveness
How they've adapted to changing business needs
Their experience managing learning budgets and resources

Best practice is to allow the candidate to fully explain their examples before asking follow-up questions that explore the depth of their involvement, the challenges they faced, and the specific impact of their work.

Directions to Share with Candidate

"In this interview, we'll explore your experience and approach to learning and development in depth. I'm interested in hearing about specific examples from your career that demonstrate your expertise in areas like learning strategy, program design, measurement, and stakeholder management. For each question, please provide concrete examples with details about the situation, your approach, the challenges you faced, and the outcomes you achieved."

Interview Questions

Tell me about a time when you aligned a significant learning initiative with strategic business objectives. What was the business need, your approach, and the impact? (Strategic Learning Leadership)

Areas to Cover

Process for understanding business objectives
Approach to translating business needs into learning solutions
Methods for gaining stakeholder buy-in
Implementation strategy and challenges overcome
Metrics used to measure business impact
Long-term results and sustainability of the initiative

Possible Follow-up Questions

How did you initially identify this business need?
What resistance did you encounter, and how did you handle it?
How did you communicate the initiative's value to different stakeholders?
What would you do differently if you were approaching this challenge today?

Describe a situation where you had to influence decision-makers to support a learning initiative when they initially had different priorities. How did you approach this, and what was the outcome? (Stakeholder Management)

Areas to Cover

Initial assessment of stakeholder positions and concerns
Strategy for building relationships and credibility
Communication approach and messaging
Use of data or evidence to support position
Compromises or adjustments made
Ultimate outcome and lessons learned

Possible Follow-up Questions

How did you identify the key decision-makers and influencers?
What specific objections did you encounter, and how did you address them?
How did you determine which aspects of your proposal were negotiable?
How has this experience informed your approach to stakeholder management since?

Walk me through your process for designing a learning program from needs assessment to evaluation. Use a specific example to illustrate your methodology. (Instructional Design Expertise)

Areas to Cover

Needs assessment approach and tools
Framework or model used for design
Considerations for selecting learning modalities
Content development process
Implementation strategy
Evaluation methodology
Iterative improvements based on results

Possible Follow-up Questions

How do you determine the appropriate learning modalities for different needs?
What tools or technologies did you use in this process?
How did you ensure the content was engaging and effective?
What challenges did you encounter in the design process, and how did you overcome them?

Tell me about a time when you used data and analytics to improve a learning program or demonstrate its value to the organization. (Data-Driven Evaluation)

Areas to Cover

Types of data collected and metrics used
Analysis methods and tools
Insights discovered through the analysis
Actions taken based on the data
Impact of those changes on program effectiveness
Approach to communicating results to stakeholders

Possible Follow-up Questions

How did you determine which metrics were most meaningful?
What challenges did you face in collecting or analyzing the data?
How did you isolate the impact of training from other factors?
What surprised you most about what the data revealed?

Describe a situation where you had to adapt your learning strategy due to significant organizational changes or limitations. How did you navigate this challenge? (Adaptability and Innovation)

Areas to Cover

Nature of the changes or constraints
Initial assessment and planning process
Creative solutions developed
Stakeholder communication during the transition
Implementation of adapted approach
Results achieved despite constraints
Lessons learned from the experience

Possible Follow-up Questions

How did you prioritize what needed to change versus what could remain?
What resistance did you encounter to the adapted approach?
What resources or support did you leverage to implement the changes?
How did this experience change your approach to planning future initiatives?

How have you approached building a learning culture in organizations where you've worked? What strategies were most effective? (Strategic Learning Leadership)

Areas to Cover

Assessment of initial culture and barriers
Vision developed for learning culture
Strategies implemented at different organizational levels
Methods for engaging leaders as learning champions
Measurement of culture change
Challenges faced and how they were addressed
Sustainable elements that continued after their involvement

Possible Follow-up Questions

How did you gain leadership buy-in for culture change initiatives?
What specific programs or practices had the most impact?
How did you measure changes in learning culture?
What were the biggest challenges you faced in shifting the culture?

Interview Scorecard

Strategic Learning Leadership

0: Not Enough Information Gathered to Evaluate
1: Shows limited ability to connect learning to business strategy; tactical focus
2: Demonstrates basic strategic thinking but gaps in business alignment
3: Effectively aligns learning with business needs and develops appropriate strategies
4: Exceptional strategic insight; transforms learning function to drive business results

Instructional Design Expertise

0: Not Enough Information Gathered to Evaluate
1: Basic knowledge of instructional design; limited application of learning principles
2: Solid foundational skills but lacks sophistication in design approach
3: Strong instructional design expertise with effective application across contexts
4: Mastery of instructional design with innovative approaches that maximize effectiveness

Data-Driven Evaluation

0: Not Enough Information Gathered to Evaluate
1: Rudimentary approach to measurement; focuses on completion metrics only
2: Basic evaluation methods but limited connection to business outcomes
3: Comprehensive measurement approach that demonstrates program value
4: Sophisticated analytics that clearly show business impact and drive continuous improvement

Stakeholder Management

0: Not Enough Information Gathered to Evaluate
1: Struggles to influence others; limited success gaining buy-in
2: Some success with stakeholder management but inconsistent results
3: Effectively builds relationships and influences key stakeholders
4: Exceptional ability to navigate complex stakeholder environments and gain support

Adaptability and Innovation

0: Not Enough Information Gathered to Evaluate
1: Rigid in approach; difficulty adapting to changing circumstances
2: Shows some flexibility but tends toward conventional solutions
3: Adapts effectively to change and finds creative solutions to challenges
4: Highly innovative; thrives in changing environments and pioneers new approaches

Design and implement a comprehensive learning strategy aligned with business objectives within first 6 months

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited strategic experience or business acumen
2: Likely to Partially Achieve Goal; has some strategic experience but may need guidance
3: Likely to Achieve Goal; demonstrated ability to develop aligned learning strategies
4: Likely to Exceed Goal; exceptional track record of strategic learning leadership

Establish meaningful metrics to measure learning effectiveness and demonstrate ROI to senior leadership

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited measurement experience or analytical skills
2: Likely to Partially Achieve Goal; basic measurement experience but struggles with ROI
3: Likely to Achieve Goal; proven ability to measure impact and communicate value
4: Likely to Exceed Goal; sophisticated approach to analytics with demonstrated success

Increase employee participation in learning programs by 25% through engaging, relevant content

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited experience with engagement strategies
2: Likely to Partially Achieve Goal; some engagement experience but may not reach target
3: Likely to Achieve Goal; proven track record of increasing participation
4: Likely to Exceed Goal; demonstrated ability to dramatically increase engagement

Reduce skills gaps in critical roles by implementing targeted development programs

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited experience with skills gap analysis
2: Likely to Partially Achieve Goal; some experience but approach not comprehensive
3: Likely to Achieve Goal; demonstrated success with targeted development programs
4: Likely to Exceed Goal; exceptional ability to identify and address skills gaps

Modernize learning technology infrastructure to improve accessibility and learner experience

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited technology experience or vision
2: Likely to Partially Achieve Goal; some technology experience but modernization challenges
3: Likely to Achieve Goal; proven ability to implement effective learning technologies
4: Likely to Exceed Goal; exceptional track record of technology transformation

Stakeholder Interview: Cross-Functional Collaboration

Directions for the Interviewer

This interview focuses on assessing the candidate's ability to collaborate across departments, understand diverse stakeholder needs, and implement learning solutions that address business challenges. As a representative from a department that partners with L&D (e.g., Sales, Operations, HR, IT), your perspective is valuable in determining how well the candidate will work cross-functionally.

Look for evidence of the candidate's:

Ability to understand and translate business needs into learning solutions
Skill in building relationships and communicating with non-L&D professionals
Approach to balancing competing priorities and managing expectations
Capacity to influence without authority
Experience measuring and demonstrating the business impact of learning initiatives

The most effective approach is to ask about specific examples from their experience and probe deeply into how they navigated relationships, handled challenges, and achieved outcomes. Pay particular attention to their listening skills during the interview—this is a key indicator of how they'll work with stakeholders.

Directions to Share with Candidate

"In this interview, we'll explore how you work with stakeholders across the organization to understand business needs and implement effective learning solutions. I'm interested in your approach to collaboration, communication, and delivering value to different departments. Please provide specific examples from your experience that demonstrate your ability to partner effectively with diverse stakeholders."

Interview Questions

Tell me about a time when you partnered with a business unit to address a performance gap through learning initiatives. How did you approach this collaboration? (Stakeholder Management)

Areas to Cover

Initial engagement approach with the business unit
Methods for understanding the performance issues
Process for establishing shared goals and expectations
Collaborative aspects of solution development
Communication throughout the project
Management of any conflicts or differences in perspective
Results achieved and feedback received

Possible Follow-up Questions

How did you establish credibility with the business leaders?
What challenges did you encounter in understanding their needs?
How did you handle any disagreements about the approach?
What feedback did you receive from the business unit about the collaboration?

Describe a situation where you had to balance competing priorities from different stakeholders regarding learning needs. How did you handle this challenge? (Stakeholder Management, Adaptability)

Areas to Cover

Context and nature of the competing priorities
Process for evaluating and prioritizing needs
Communication approach with different stakeholders
Negotiation or compromise strategies
Decision-making criteria used
How expectations were managed
Ultimate resolution and lessons learned

Possible Follow-up Questions

What criteria did you use to prioritize the different needs?
How did you communicate decisions to stakeholders whose priorities were deferred?
What steps did you take to maintain relationships with all parties?
How did this experience inform your approach to similar situations later?

How do you ensure that learning solutions address the real business needs of different departments? Give me a specific example of your approach. (Strategic Learning Leadership)

Areas to Cover

Methods for needs assessment across departments
Techniques for uncovering underlying business issues
Approach to translating business needs into learning objectives
Stakeholder involvement in solution design
Validation process before implementation
Measurement of business impact
Continuous improvement based on feedback

Possible Follow-up Questions

How do you distinguish between perceived needs and actual needs?
What techniques have you found most effective for understanding business context?
How do you handle situations where the requested solution doesn't address the real problem?
How do you demonstrate the connection between learning and business outcomes?

Tell me about a time when you had to influence decision-makers to invest in a learning initiative. What was your approach, and what was the outcome? (Stakeholder Management)

Areas to Cover

Initial analysis and business case development
Understanding of decision-makers' priorities and concerns
Approach to building relationships and credibility
Communication strategy and messaging
Use of data or evidence to support position
Handling of objections or resistance
Ultimate outcome and follow-through

Possible Follow-up Questions

How did you quantify the potential impact of the initiative?
What objections did you encounter, and how did you address them?
How did you gain support from key influencers before the final decision?
What would you do differently if you were making this case again?

Describe how you've collaborated with subject matter experts to develop learning content. What challenges did you face, and how did you overcome them? (Adaptability, Stakeholder Management)

Areas to Cover

Process for identifying and engaging subject matter experts
Methods for extracting knowledge efficiently
Management of SME time and availability constraints
Approach to handling differing opinions among experts
Techniques for translating technical knowledge into accessible content
Quality control and validation processes
Recognition and acknowledgment of SME contributions

Possible Follow-up Questions

How do you handle SMEs who are reluctant to share their knowledge?
What techniques do you use to make the knowledge extraction process efficient?
How do you manage situations where SMEs provide contradictory information?
How do you maintain SME relationships throughout the development process?

How do you communicate the value and impact of learning initiatives to business leaders? Give me an example of a particularly effective approach you've used. (Data-Driven Evaluation)

Areas to Cover

Understanding of business leaders' priorities and language
Methods for measuring learning impact relevant to business outcomes
Data collection and analysis approach
Presentation format and style
Handling of questions or skepticism
Results of the communication
Ongoing reporting to maintain visibility

Possible Follow-up Questions

How do you tailor your communication to different leadership audiences?
What metrics have you found most compelling to business leaders?
How do you address the challenge of attributing business results to learning?
What feedback have you received about your approach to demonstrating value?

Interview Scorecard

Cross-Functional Collaboration

0: Not Enough Information Gathered to Evaluate
1: Works primarily in silo; limited collaboration with other departments
2: Basic collaborative approach but struggles with complex stakeholder environments
3: Effectively collaborates across functions and builds productive partnerships
4: Exceptional ability to foster cross-functional collaboration that enhances outcomes

Business Acumen

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of business operations and drivers
2: Basic business understanding but gaps in connecting learning to business needs
3: Strong business acumen that informs learning strategy and solutions
4: Sophisticated understanding of business that enables transformative learning initiatives

Communication Effectiveness

0: Not Enough Information Gathered to Evaluate
1: Communication lacks clarity or adaptation to audience
2: Adequate communication but opportunities for improvement in complex situations
3: Clear, persuasive communication adapted to different audiences
4: Exceptional communication that inspires action and builds strong relationships

Stakeholder Management

0: Not Enough Information Gathered to Evaluate
1: Struggles to manage stakeholder relationships effectively
2: Manages straightforward stakeholder situations but challenges with complexity
3: Effectively builds relationships and navigates stakeholder dynamics
4: Masterful stakeholder management that creates advocates and champions

Value Demonstration

0: Not Enough Information Gathered to Evaluate
1: Limited ability to demonstrate learning impact in business terms
2: Basic value demonstration but not always compelling to stakeholders
3: Effectively communicates learning value in terms meaningful to the business
4: Sophisticated approach that clearly connects learning to business outcomes

Design and implement a comprehensive learning strategy aligned with business objectives within first 6 months

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited ability to understand diverse business needs
2: Likely to Partially Achieve Goal; some business alignment skill but gaps remain
3: Likely to Achieve Goal; demonstrated ability to align learning with business objectives
4: Likely to Exceed Goal; exceptional track record of business-aligned learning strategy

Establish meaningful metrics to measure learning effectiveness and demonstrate ROI to senior leadership

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited experience communicating ROI to leadership
2: Likely to Partially Achieve Goal; basic measurement but ROI communication needs work
3: Likely to Achieve Goal; proven ability to demonstrate learning ROI effectively
4: Likely to Exceed Goal; sophisticated approach to measurement that compels leadership

Increase employee participation in learning programs by 25% through engaging, relevant content

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited understanding of engagement drivers
2: Likely to Partially Achieve Goal; some engagement strategies but may not reach target
3: Likely to Achieve Goal; effective approach to creating relevant, engaging content
4: Likely to Exceed Goal; innovative engagement strategies with proven results

Reduce skills gaps in critical roles by implementing targeted development programs

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited ability to identify and address skills gaps
2: Likely to Partially Achieve Goal; basic skills gap approach but not comprehensive
3: Likely to Achieve Goal; demonstrated success with targeted development programs
4: Likely to Exceed Goal; sophisticated skills analysis and development approach

Modernize learning technology infrastructure to improve accessibility and learner experience

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited technology vision or stakeholder alignment
2: Likely to Partially Achieve Goal; some technology modernization skills but challenges remain
3: Likely to Achieve Goal; proven ability to implement learning technology effectively
4: Likely to Exceed Goal; exceptional track record of technology transformation with stakeholder buy-in

Senior Leadership Interview: Vision and Strategy

Directions for the Interviewer

This interview focuses on assessing the candidate's strategic thinking, vision for learning and development, and ability to align with organizational priorities at a senior level. As a member of the senior leadership team, your perspective is vital in determining whether the candidate can translate business strategy into effective learning initiatives and drive a culture of continuous development.

Look for evidence of the candidate's:

Strategic thinking and business acumen
Vision for how learning can drive organizational performance
Ability to speak the language of senior leaders
Experience measuring and demonstrating business impact
Approach to building learning culture
Leadership style and executive presence

This interview should feel like a peer-level strategic discussion rather than a traditional question-and-answer session. While you'll want to cover the core questions, allow the conversation to flow naturally and probe areas where the candidate demonstrates particular insight or where you'd like more clarity.

Directions to Share with Candidate

"In this discussion, I'd like to explore your strategic vision for learning and development and how you see it supporting broader organizational goals. We'll talk about your approach to aligning learning initiatives with business strategy, demonstrating impact, and fostering a learning culture. This is an opportunity for us to have a peer-level conversation about how you would approach the learning function at a strategic level."

Interview Questions

Based on what you know about [Company], how do you envision learning and development supporting our business strategy and organizational goals? (Strategic Learning Leadership)

Areas to Cover

Understanding of [Company]'s business strategy and challenges
Vision for learning function's strategic contribution
Specific areas where learning could drive business results
Balance between short-term needs and long-term capability building
Approach to measuring impact and demonstrating value
Perspective on learning culture and organizational transformation

Possible Follow-up Questions

How would you approach learning differently in our industry compared to others?
What do you see as the biggest learning challenges facing organizations like ours?
How would you balance competing priorities across different business units?
What are the most important metrics you'd track to demonstrate L&D's impact?

Describe a time when you transformed a learning function to more effectively support business objectives. What was your approach and what results did you achieve? (Strategic Learning Leadership, Data-Driven Evaluation)

Areas to Cover

Initial assessment of the learning function
Vision developed for transformation
Strategic planning process
Stakeholder engagement approach
Implementation challenges and how they were overcome
Measurement of impact and ROI
Cultural changes achieved
Lessons learned from the experience

Possible Follow-up Questions

How did you gain buy-in from senior leadership for the transformation?
What resistance did you encounter, and how did you address it?
How did you determine which aspects of the function needed transformation?
What would you do differently if you were to undertake a similar transformation today?

How do you approach building a learning culture in an organization? What specific strategies have you found most effective? (Strategic Learning Leadership, Adaptability and Innovation)

Areas to Cover

Definition of learning culture and key elements
Assessment of current culture and barriers
Leadership engagement strategy
Specific programs or initiatives implemented
Methods for encouraging continuous learning
Measurement of culture change
Sustainability mechanisms
Results achieved in previous organizations

Possible Follow-up Questions

How do you gain leadership commitment to modeling learning behaviors?
What have you found to be the biggest barriers to creating a learning culture?
How long does meaningful culture change typically take, in your experience?
How do you measure whether culture change is occurring?

Tell me about a significant learning innovation you've implemented. What was the business need, your approach, and the impact? (Adaptability and Innovation)

Areas to Cover

Business context and need that drove innovation
Innovation development or selection process
Implementation strategy and challenges
Stakeholder engagement approach
Measurement of effectiveness
Scalability and sustainability considerations
Business impact achieved
Lessons learned

Possible Follow-up Questions

How did you identify this particular innovation opportunity?
What risks did you encounter, and how did you mitigate them?
How did you gain buy-in for trying something new?
What would you have done differently with hindsight?

How do you see the learning function evolving over the next 3-5 years, and how would you position our organization to take advantage of these changes? (Adaptability and Innovation)

Areas to Cover

Perspective on industry trends and emerging technologies
Vision for future of workplace learning
Assessment of current readiness for future trends
Strategic recommendations for positioning
Resource implications and investments needed
Change management considerations
Potential competitive advantages
Risks and contingency planning

Possible Follow-up Questions

Which emerging technologies do you believe will have the most significant impact?
How do you distinguish between passing fads and meaningful innovations?
What skills will learning professionals need to develop for the future?
How would you balance innovation with proven approaches?

What's your approach to demonstrating the ROI of learning and development to senior leadership? (Data-Driven Evaluation, Stakeholder Management)

Areas to Cover

Philosophy on measuring learning impact
Methods for connecting learning to business outcomes
Data collection and analysis approach
ROI calculation methodology
Communication strategy with executives
Examples of successful ROI demonstration
Handling of skepticism or challenges
Evolution of approach based on experience

Possible Follow-up Questions

How do you handle the challenge of isolating learning impact from other variables?
What metrics have you found most compelling to senior leaders?
How do you balance quantitative and qualitative measures?
How do you approach ROI for programs where benefits are more intangible?

Interview Scorecard

Strategic Vision

0: Not Enough Information Gathered to Evaluate
1: Limited strategic vision; primarily tactical and operational focus
2: Basic strategic thinking but lacks comprehensive vision for learning function
3: Clear, compelling vision that aligns learning with organizational strategy
4: Exceptional strategic vision that positions learning as a competitive advantage

Business Acumen

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of business drivers and context
2: Basic business understanding but gaps in connecting learning to business outcomes
3: Strong business acumen that informs learning strategy and priorities
4: Sophisticated business understanding that enables transformative learning initiatives

Leadership Presence

0: Not Enough Information Gathered to Evaluate
1: Struggles to communicate effectively at executive level
2: Adequate presence but may not command influence with senior leaders
3: Strong executive presence with ability to influence senior stakeholders
4: Exceptional presence and communication style that inspires confidence at all levels

Future Orientation

0: Not Enough Information Gathered to Evaluate
1: Primarily focused on current state with limited future perspective
2: Some forward thinking but may not anticipate industry changes
3: Clear future orientation with practical approach to emerging trends
4: Visionary perspective with concrete strategies for leveraging future opportunities

Innovation Mindset

0: Not Enough Information Gathered to Evaluate
1: Conservative approach with limited innovation orientation
2: Some innovation experience but primarily within conventional boundaries
3: Strong innovation mindset with proven ability to implement new approaches
4: Exceptional innovation track record that transforms organizational capabilities

Design and implement a comprehensive learning strategy aligned with business objectives within first 6 months

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited strategic thinking or vision apparent
2: Likely to Partially Achieve Goal; has strategic elements but may lack comprehensiveness
3: Likely to Achieve Goal; demonstrates clear strategic capability and alignment focus
4: Likely to Exceed Goal; exceptional strategic vision with proven implementation success

Establish meaningful metrics to measure learning effectiveness and demonstrate ROI to senior leadership

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited executive-level measurement experience
2: Likely to Partially Achieve Goal; basic measurement approach but ROI demonstration needs work
3: Likely to Achieve Goal; strong measurement approach with clear executive communication
4: Likely to Exceed Goal; sophisticated ROI methodology with compelling executive presentation

Increase employee participation in learning programs by 25% through engaging, relevant content

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited strategic approach to engagement
2: Likely to Partially Achieve Goal; some engagement strategies but may not reach target
3: Likely to Achieve Goal; strategic engagement approach with proven success
4: Likely to Exceed Goal; innovative engagement strategies with exceptional results

Reduce skills gaps in critical roles by implementing targeted development programs

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited strategic approach to skills development
2: Likely to Partially Achieve Goal; basic approach but may lack strategic targeting
3: Likely to Achieve Goal; strategic skills development approach with proven results
4: Likely to Exceed Goal; sophisticated workforce development strategy with exceptional outcomes

Modernize learning technology infrastructure to improve accessibility and learner experience

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited technology vision or strategy
2: Likely to Partially Achieve Goal; basic technology approach but may lack comprehensive vision
3: Likely to Achieve Goal; clear technology strategy with implementation roadmap
4: Likely to Exceed Goal; sophisticated technology vision that creates competitive advantage

Debrief Meeting

Directions for Conducting the Debrief Meeting

The Debrief Meeting is an open discussion for the hiring team members to share the information learned during the candidate interviews. Use the questions below to guide the discussion.

Start the meeting by reviewing the requirements for the role and the key competencies and goals to succeed.

The meeting leader should strive to create an environment where it is okay to express opinions about the candidate that differ from the consensus or from leadership's opinions.

Scores and interview notes are important data points but should not be the sole factor in making the final decision.

Any hiring team member should feel free to change their recommendation as they learn new information and reflect on what they've learned.

Questions to Guide the Debrief Meeting

Does anyone have any questions for the other interviewers about the candidate?

Guidance: The meeting facilitator should initially present themselves as neutral and try not to sway the conversation before others have a chance to speak up.

Are there any additional comments about the Candidate?

Guidance: This is an opportunity for all the interviewers to share anything they learned that is important for the other interviewers to know.

Is there anything further we need to investigate before making a decision?

Guidance: Based on this discussion, you may decide to probe further on certain issues with the candidate or explore specific issues in the reference calls.

Has anyone changed their hire/no-hire recommendation?

Guidance: This is an opportunity for the interviewers to change their recommendation from the new information they learned in this meeting.

If the consensus is no hire, should the candidate be considered for other roles? If so, what roles?

Guidance: Discuss whether engaging with the candidate about a different role would be worthwhile.

What are the next steps?

Guidance: If there is no consensus, follow the process for that situation (e.g., it is the hiring manager's decision). Further investigation may be needed before making the decision. If there is a consensus on hiring, reference checks could be the next step.

Reference Checks

Directions for Conducting Reference Checks

Reference checks are a critical final step in the hiring process for a Learning and Development Manager. They provide valuable third-party perspectives on the candidate's capabilities, achievements, and work style. When conducted effectively, reference checks can validate information provided by the candidate and uncover insights not revealed during interviews.

When conducting reference checks:

Use the same set of questions for all references to ensure consistency
Take detailed notes during the conversation
Listen for hesitations or qualifiers that might signal areas of concern
Probe deeply on areas most critical to success in the role
Ask follow-up questions to get specific examples
Pay attention to what isn't said as much as what is said
Remember that the same reference check process can be used with multiple references

Best practice is to speak with at least 2-3 references who have directly worked with the candidate, ideally including a manager, a peer, and someone who reported to them (if applicable).

Questions for Reference Checks

In what capacity did you work with [Candidate], and for how long?

Guidance for the Interviewer

Establish the relationship context and credibility of the reference
Understand the reference's perspective and potential biases
Determine how recent and relevant their experience with the candidate is
Note the level of detail and specificity in their response

How would you describe [Candidate]'s strengths in learning and development? Can you provide specific examples that demonstrate these strengths?

Guidance for the Interviewer

Listen for alignment with the competencies needed for your role
Note whether the reference provides concrete examples or speaks in generalities
Pay attention to enthusiasm level when describing strengths
Follow up on any strengths that are particularly relevant to your needs

What areas would you suggest [Candidate] could develop or improve? How did they respond to feedback in these areas?

Guidance for the Interviewer

Note whether the reference is forthcoming about development areas or hesitant
Consider whether the development areas mentioned would be significant barriers in your role
Listen for patterns across multiple references
Pay particular attention to how the candidate responds to feedback

Can you describe [Candidate]'s approach to aligning learning initiatives with business goals? How effective were they in demonstrating the impact of learning programs?

Guidance for the Interviewer

This question addresses strategic learning leadership and data-driven evaluation
Listen for concrete examples of business alignment and measurement
Note the level of sophistication in their approach to measurement
Pay attention to whether they could effectively communicate value to stakeholders

How would you describe [Candidate]'s effectiveness in influencing stakeholders and managing relationships across the organization?

Guidance for the Interviewer

This question addresses stakeholder management competency
Listen for examples of navigating complex stakeholder environments
Note their approach to building relationships and influencing without authority
Pay attention to any mentioned challenges in this area

[Candidate] would be responsible for [specific key responsibility from the job description]. Based on your experience, how well do you think they would perform in this aspect of the role?

Guidance for the Interviewer

Customize this question to address a specific responsibility that's critical for your role
Listen for direct experience with this responsibility versus speculation
Note any hesitation or qualification in the response
Follow up for specific examples if the answer is general

On a scale of 1-10, how likely would you be to hire or work with [Candidate] again if you had the opportunity? Why?

Guidance for the Interviewer

Pay attention to both the rating and the explanation
Note any hesitation before providing the rating
A rating below 8 warrants further exploration
Ask what would make the rating higher if it's not a 10

Reference Check Scorecard

Strategic Learning Leadership

0: Not Enough Information Gathered to Evaluate
1: Reference indicates significant gaps in strategic thinking or business alignment
2: Reference suggests basic strategic capability but not exceptional
3: Reference confirms strong strategic learning leadership with specific examples
4: Reference enthusiastically endorses candidate's strategic capabilities with compelling examples

Instructional Design Expertise

0: Not Enough Information Gathered to Evaluate
1: Reference indicates limited or outdated instructional design approaches
2: Reference confirms basic competence but not distinguished expertise
3: Reference validates strong instructional design capabilities with specific examples
4: Reference highlights exceptional instructional design expertise that created significant impact

Data-Driven Evaluation

0: Not Enough Information Gathered to Evaluate
1: Reference suggests minimal focus on measurement or analytics
2: Reference confirms basic measurement approach but limited sophistication
3: Reference validates strong data-driven approach with clear business alignment
4: Reference enthusiastically endorses exceptional measurement capabilities with demonstrated ROI

Stakeholder Management

0: Not Enough Information Gathered to Evaluate
1: Reference indicates challenges with stakeholder relationships or influence
2: Reference confirms adequate stakeholder management but not distinguished
3: Reference validates strong relationship building and influencing skills
4: Reference highlights exceptional stakeholder management that created strong advocates

Adaptability and Innovation

0: Not Enough Information Gathered to Evaluate
1: Reference suggests resistance to change or limited innovation
2: Reference confirms basic adaptability but conventional approaches
3: Reference validates strong adaptability and innovative thinking
4: Reference enthusiastically endorses exceptional innovation that transformed learning

Design and implement a comprehensive learning strategy aligned with business objectives within first 6 months

0: Not Enough Information Gathered to Evaluate
1: Reference suggests candidate would struggle with this goal
2: Reference indicates candidate could partially achieve this goal
3: Reference confirms candidate likely to achieve this goal based on past performance
4: Reference enthusiastically endorses candidate's exceptional capability in this area

Establish meaningful metrics to measure learning effectiveness and demonstrate ROI to senior leadership

0: Not Enough Information Gathered to Evaluate
1: Reference suggests candidate would struggle with this goal
2: Reference indicates candidate could partially achieve this goal
3: Reference confirms candidate likely to achieve this goal based on past performance
4: Reference enthusiastically endorses candidate's exceptional capability in this area

Increase employee participation in learning programs by 25% through engaging, relevant content

0: Not Enough Information Gathered to Evaluate
1: Reference suggests candidate would struggle with this goal
2: Reference indicates candidate could partially achieve this goal
3: Reference confirms candidate likely to achieve this goal based on past performance
4: Reference enthusiastically endorses candidate's exceptional capability in this area

Reduce skills gaps in critical roles by implementing targeted development programs

0: Not Enough Information Gathered to Evaluate
1: Reference suggests candidate would struggle with this goal
2: Reference indicates candidate could partially achieve this goal
3: Reference confirms candidate likely to achieve this goal based on past performance
4: Reference enthusiastically endorses candidate's exceptional capability in this area

Frequently Asked Questions

How should I prioritize the competencies when evaluating candidates?

While all competencies are important, strategic learning leadership and stakeholder management are particularly critical as they enable the L&D Manager to align with business needs and gain support for initiatives. Data-driven evaluation is also increasingly important as organizations expect demonstrated ROI from learning investments. However, the relative importance may vary based on your specific organizational context and needs.

What if a candidate has strong instructional design expertise but limited experience with learning technologies?

Consider whether your organization has other resources who can provide technology expertise or if you can provide training and development in this area. Strong instructional design principles translate across modalities, and many learning technologies can be learned relatively quickly by someone with a solid foundation in learning design. Review our article on hiring for potential rather than just experience for more insights.

How can I effectively assess a candidate's strategic thinking during the interview process?

Beyond asking directly about their experience with strategic initiatives, pay attention to how they connect learning solutions to business outcomes throughout all their answers. Ask scenario-based questions about how they would approach specific strategic challenges your organization faces. Their questions to you can also reveal strategic thinking—do they ask about business goals, competitive landscape, and organizational priorities? The work sample exercise is particularly valuable for assessing strategic thinking.

Should I prioritize industry experience when hiring for this role?

While industry knowledge can be helpful, the core competencies of an effective L&D Manager often transfer well across industries. Consider whether there are highly specialized or technical aspects of your industry that would require significant ramp-up time. In most cases, a candidate with strong L&D expertise and a demonstrated ability to quickly learn new business contexts may bring fresh perspectives that outweigh specific industry experience.

What are the most common reasons L&D Manager hires don't work out?

The most common pitfalls include: misalignment between the candidate's learning philosophy and organizational culture; inability to demonstrate tangible business impact of learning initiatives; poor stakeholder management skills leading to lack of buy-in; and a disconnect between strategic vision and practical implementation capabilities. The structured approach in this interview guide helps mitigate these risks by thoroughly assessing all these dimensions.

How can I ensure the work sample truly reflects the candidate's capabilities?

Provide clear instructions and adequate preparation time. Explain that you're more interested in their thinking process than a perfectly polished solution. During the presentation, ask probing questions about their approach and assumptions. Compare their solution with how they describe their past work experiences—inconsistencies might indicate they had more help with the sample than appropriate. Our blog post on the science of structured interviewing provides more insights on effective assessment methods.